July 2005
The developmental digest for emerging leader/managers devoted to growth and excellence
CONTENTS:	Section 1 - Topical Topics   - It's a Matter of Focus . . .   - Timely Insights   - The Energy Zone . . . Section 2 - Talk Back   - Dear Coach   - Commentary   - A Point of View Section 3 - On the Horizon   - Emerging Trends and     Developments   - Opportunities and Challenges   - A Challenge   - Reach Out Section 4 - Secure Site
Section 1	- Topical Topics
	This is the first article in a series on Managing Change It's a Matter of Focus . . . Death, taxes and change are inevitable! They come to us all and are generally beyond our influence no matter who we are. Change particularly, is a constant in life and, as usual, there's good news and there's bad news. In this three-part series we'll consider how we can best manage the change process - for manage it, we must! A useful framework would be 'focus', 'confidence' and 'resilience', the hallmarks of the successful leader / manager. In this initial article, let's take a look at focusing change. The ability of humans to recognize, master and adapt to change is arguably the main reason why we're here. Humans are among the most successful species at managing change although we've only been at the game a relatively short time compared to most other species. We're in that very small percentage that has evolved successfully, keeping pace with the demands of the rapidly changing world in which we live. However, among other species that have an even better track record are birds, tortoises and sharks. Comparatively, ours is not a particularly great achievement! Effective change - change that works - means living in close harmony with the environment. So, how is the environment changing? Well, for sharks and tortoises, it's changing very little; they have needed to change minimally over the ages. The birds are with us, except that we humans exert a far greater influence over the environment and this is clearly affecting them. As a species, we're flirting with disaster and possibly taking the birds with us into extinction. Our businesses especially, are pushing the envelope. We are at the leading edge in our initiatives to leverage economic value and this includes some substantial risks. There's distortion in sustainable development practices, excess and needless waste and a number of ethical conundrums. We need leadership, and of the highest caliber! Why leadership? The purpose of leadership is to focus the desire for change in others and to create new realities. This means acquiring valued benefits that are both beneficial as a whole and sustainable over time. The problem is that there are too many options in what constitutes a valued benefit and how. There's also the cost that each change demands. Our challenge is the number of complexities in increasing variables and decreasing time frames. In short, there's too much uncertainty. Our needs as individuals are insatiable; only as a collective can we approach stability. And this is significantly more impactful in the world of business than anywhere else. So what can we do? In considering change options, it isn't simply a matter of personal preference and style, although these can be highly influential. Passion for change must be tamed by purpose; change impetus needs to be regulated by sustainability; risks have to be assessed against generic benefits. Any imbalance invites a potential disaster. What this demands of those who are chosen to lead us through change processes is a great deal. The essential characteristics of such leaders are examined in the Polaris e-book "Leadership - a discussion guide", presently available at no cost to subscribed readers. A second consideration, the context for change is to be found in organizational culture. What we have been has made us what we are today. This, in turn, has a compelling influence on what we could and/or will become. Organizational culture could be compared to an iceberg where eight-ninths are submerged while only the top is taken seriously. The top 'fifth' represents our published values, which may or may not affect our behaviours. Below the surface the remaining four-fifths are much closer to reality, representing the Heroes we 'appoint', the moral centered stories we tell about ourselves, the rituals we practice and the networks we employ. All of these are informal but perhaps more indicative of the truth than what we inscribe and frame for our lobby. We ignore this informal culture at our peril. Our processes for managing change must be focused through a truthful appreciation of where we are today. This has emerged from our complex history as an organization and now determines 'the way we do things around here'! The third consideration is perspective. Beyond the cultural influencers are key individual and collective persona that either support or obstruct any change attempts. These persona range from 'Change Champions' - those who initiate and promote change - to 'Change Catalysts' - those who implement, support and invest in change - to 'Change Adaptors' - those who 'go along' and endorse change through its adoption - to 'Change Resistors' - those who oppose change for whatever reason either actively or passively. The role of the leader, be (s)he a Change Champion or a Change Catalyst, is to coordinate the change processes so that all factions can respond constructively. This is comparable to the role of orchestra conductor who must craft a symphony from the contributions of different and competitive virtuosi who make up the orchestra. The fundamental point in focusing change is that we need to recognize and co-opt the sources of energy from all those different factions who are pivotally affected. The three components of the required strategy are: To design an integrated approach using all resources available To draw attention to the common interests and advantages that emerge, and To create a visible scoreboard so that all may track the progress being made. To accomplish this successfully, the following sequential actions will probably serve us: Define targeted strategies for each of the four change perspectives or 'niches'; Focus on the characteristics and contributions of each niche - differentiation; Harmonize the initiatives of each niche emphasizing common ground; Set up and sustain self monitoring processes for each niche; Share the feedback among the various niches so that all can appreciate progress; Reinforce all constructive contributions and reward every small success. In summary, focusing change is a continuous process which will always mean different things to different people. Let's remember too that people will change their perspectives over time. The template is enhanced harmonies. This indicates effective change for the organization. Lastly, ongoing sensitivity to the real or informal culture will ensure that safety and security will be sustained for all. Without these, the change will surely fail. In our next issue we'll look at the vital role that is played by 'confidence' - in self and others. Meanwhile, please share your thoughts and suggestions - they will be most welcome. A Note to our Readers . . . Previous series on Leadership Characteristics, and Succession Planning have been designed as discussion guides for those who manage and lead 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 and comments. They will assist us to refine and expand the essential value of these initiatives. Thanks for your participation.
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	Timely Insights . . . Branding from the inside out Companies are willing to spend big bucks to build a brand that their customers identify with. But even their best efforts can fail if firms neglect to nurture their internal brands as well, writes Libby Sartain in "The Future of Human Resource Management: 64 Thought Leaders Explore the Critical HR issues of Today and Tomorrow". Align the employee experience with the customer experience and the brand promise becomes a powerful way to establish a new relationship with your staff. Follow these 10 steps to maintain your internal brand: Don't work in silos. Successful internal branding must involve all constituencies: marketing, sales, compensation and benefits, administration, etc. The entire employee experience is the value proposition. Start with your brand promise. Be sure you understand what your external brand promise is to your customers. You can build your internal message on that foundation. Think like a marketer. Use the expertise and the techniques of your marketing and communications people to understand how employees currently perceive the company, what they want and how you can help them experience the company in a more positive way. Engage your employees. To make sure your messages sustain their meaning and credibility, keep your employees involved. Answer these three questions for employees: What does the company stand for? How will the company deliver on its stand consistently? How can the employee help the company deliver what we promise? Use powerful key words. Link all your messages to powerful one or two-word messages. Southwest, for example, used "Freedom." Be authentic. Develop a narrative proclamation of how your organization will carry out the promise and uphold the values of the employment relationship. Don't over-promise and under-deliver. Update your packaging. The promise statement can be used day to day to inform and guide decisions that impact the employment relationship. All communication materials-from recruiting to compensation and benefits-should be expressed following brand communication guidelines. Market the internal brand externally. Use your internal brand to let the community, customers and potential candidates know what it's like to work at your company. Create internal brand standards. For every touch point of the employee experience, there should be corresponding metrics to track performance against standards. For example, measure whether you deliver the right candidate experience by surveying candidates, including those you did not hire. Ask departing employees whether their exit experience left them feeling good about the company. Build and enhance the brand. Every brand evolves over time. Keep your messaging fresh and new. Each year, HR should plan and carry out repackaging and messaging to keep the messaging exciting and fun. © 2005 Rogers Media Inc.
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	The Energy Zone . . . How do you want to spend the rest of your life? It's amazing how many when asked this question, immediately begin to list all the things they would not want to do! Even those who start with a positive response soon deteriorate into the negatives. What's so difficult about sustaining a positive perspective? Whatever you want to do, you're going to need energy - lots of it! So, where are you going to find it? Can you, in fact, employ energies intentionally and continuously or is your energy simply a response to your environment? First, look at this fascinating model authored by Peter McLaughlin of The McLaughlin Company. Now, let's start with an easier and more constructive question; Can you recall a day when you experienced high energy and low tension? Let's test your selection: you were confident in yourself and in others; you had a calm certainty about your actions; you were flexible and resilient in the face of opposition; you were incredibly focused, working long and hard; and you had a lot of fun doing it! You were 'in the zone', experiencing 'flow'. This meant that you were enjoying positive emotions and optimism. Your productivity and social sensitivities were very high. It was easy for you to sustain overview and detail at the same time. Your discriminatory powers were in sharp focus, while your personal resiliency was at a peak. Creativity and effort required little or no effort and you could be as persistent as the situation demanded. Is the image clear in your mind? Are you able to remember all the details? Would you know it were you to visit there again? Of course! Now the tough question - why didn't you stay there? Well, perhaps you can't sustain this condition indefinitely; we all need to rest a while. Alright, can you recall a day when you experienced moderate energy and low tension? We'll check this one: you were in a state of general well-being, relaxed and comfortable; you had positive expectations and overall optimism; you were anticipating favourable outcomes in the future; you were receptive to ideas, opportunities and feedback; you were poised for possible action. You were in 'recharge mode', perhaps renewing your reserves following an extended period of High Energy (above). Your emotions were still positive but in low-key mode. Your productivity and social sensitivities were moderate but infinitely sustainable. You could achieve overview without effort although detail mastery was more elusive. Discrimination levels were reasonably good as was your resilience - low impact responses to obstacles, difficulties and setbacks. Creativity / innovation were in incubation mode with controlled input but spontaneous expressions. Is this image clear and compelling? Can you imagine yourself being there again? Doesn't this make a useful complement to the previous condition? Why not oscillate between the two? There's one main difference between these two desirable conditions and the alternatives. It starts with tension! Can you recall when you had concurrent High Energy and High Tension? What did this look like? There was anxiety, discomfort and uncertainty; you felt confusion, suspicion and perhaps even hostility; the responses you received were oppositional and confrontational; there was differentiation, isolation and a lack of cohesion; there was resistance from all quarters. This was a polar switch in perspective. Negative emotions abounded with substantial discomfort all around. Focusing was capricious and erratic, hard to control. Social sensitivities were high, even intense, but not easily controlled or regulated - the short-fuse syndrome. Overview and detail were very challenging. Judgments and discrimination were suspect to say the least. Resilience was very low and difficult to apply, and while creativity was possible, it too, was erratic. Innovation was out of the question. Persistency required a supreme effort and more personal resources that seemed to be available. Accident-proneness was at an all-time 'high'. You do remember this, don't you? Do you also recall fighting hard and long to escape from this syndrome? Why did you ever go there in the first place? Why would you want to return? There's one escape tunnel from this unenviable condition that you do not want to choose. It does get rid of the tension but the energy goes with it - No Energy with Low Tension. Hopefully you've not experienced this: Here you'll find pervasive, undefined fear and anxiety; Lethargy is smothering and apathy weighs you down; The situation appears to be hopeless with no prospect of recovery; There's general resignation and disassociation from events; The only recourse is abandonment. This is the disengaged mode. Highly negative emotions overwhelm and disorientate you. Focus is elusive and unsustainable, requiring more resources than you can muster. Social sensitivity is a 'non-event', barely registering on any scale. Overview and attention to detail appear only as repetitive yet incomplete phenomena. Discriminatory powers are restricted and the quality thereof is inconsistent and suspect. It's hard to initiate and/or sustain any resiliency and/or persistency, and physical immunities being greatly diminished - vulnerability is high. Don't tell me you know this condition! Why would you ever want to go there? If you found yourself there by chance, would you ever want to return? Do you know how to avoid it? The choice is yours. You can elect to spend the rest of your life in High / Moderate Energy - Low Tension states - or you can choose the alternatives. It all begins with your awareness of the choices available which have been described above. Once you've made your selections, you can adopt a perspective and the accompanying lifestyle habits that would support your choices. There's lots of free advice around to assist you. The author of the model offers some good wisdom on dietary strategies which we encourage you to investigate for yourself. Armed with this awareness, you may no longer say that you didn't know! Make the right choices and go boldly into your future.
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Section 2	- Talk Back
	Coach's Corner . . . A selection of frequently-asked questions. Dear Coach: We're a small organization and frankly, finances can be a bit of a challenge. The past two quarters have been particularly rough and our staff members are somewhat demoralized. I'd like to do whatever I can to improve morale but I don't have any cash or special 'perks' to offer. Do you have any ideas? Response: This is a perennial issue and I'm going to make the initial point that money and privileges are among the least appreciated incentives even though they are common practice. Money can be a 'de-motivator' according to Frederick Hertzberg and his Hygiene Theory, and I subscribe to this idea. It does relatively little to turn people on. So what does stimulate both morale and performance? It varies from person to person but most are positively influenced by the following: The knowledge that they are making a real difference Visible indications that they are appreciated and valued Awareness of the organization's realities - being 'in the know' Feedback on their actual contributions and performance Knowing that their ideas and opinions are seriously considered A reasonable degree of autonomy and freedom of action Fair and consistent standards of performance - equality Real opportunities to grow and develop their skills and expertise A sense of belonging/affiliation and the chance to bond with others Some routine/predictability balanced with variety and spontaneity Acceptance that they have broader responsibilities and commitments A helping / guiding hand when needed and requested Permission to be self-determining when required Appropriate challenges to master within safe limits Recognition and praise for special efforts and achievements Opportunities for participation in joint projects Spontaneous gestures (Impromptu picnics, pizza, time-out together) The hunger pangs of low morale are best sated at the buffet table. Let people 'pick and choose' because this is also a morale booster. We're all different and we all vary in our needs over time. For more ideas, two excellent books on the topic are Ken Blanchard's "Gung Ho!: Turn on the People in any Organization" and "It's Your Ship: Management Techniques from the Best Damn Ship in the Navy" by Michael Abrashoff. I hope this provides some 'food' for thought.
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	Commentary . . . Tongue-Tied? ? ? Do you ever go to Association meetings, conventions, business or community events where there are many people, only to find that you have nothing to say to them? It's not like a business meeting where there's community of interest, perhaps an agenda and relevant issues to discuss. What do you say to strangers who demonstrate little or no interest in the fact that you're right there and very uncomfortable? They don't usually teach this important life skill at school or university - but perhaps they should! After all, every upwardly mobile leader / manager recognizes the value of making a favourable impression on others with whom you may have business relationships in the future. There're just three areas where you can become 'stuck' in loosely constructed social situations - let's examine them briefly. The first is in remembering people's names and vital information which tells them that they are important to you. The second is in initiating a discussion that will uncover required information and intelligence that will help to create a relationship. The third is in active listening so you don't miss the critical points they make. Here are 'best five' tips for each of these three challenges. Consider the advantages of mastering one point from each list each week starting today. This means that within a month, you'll never be 'stuck' again. Well, it's worth a try, isn't it? Remembering Names: You won't remember what you don't hear. When you are first introduced, look directly into the eyes of the person - real contact - and repeat the full name as you hear it. Spell it out. If you're familiar with the name, spell it silently inside your head. If you're not familiar, then spell it out with the owner. "Please excuse me, is that with a 'C' or a 'K'/ with or without an 'e'?" If it is an unusual name, ask about its origins. This shows a genuine level of interest and you will not be contravening any Human Rights legislation. Associate the name with the person - appearance, role or functional expertise, situation, behaviour or similar. This is only in your head so it can be as outrageous as you can make it - this will assist your recall. Use it immediately and several times as soon as you're able. People like to hear their names in use - within reason, so don't overdo it. Try for three to five repeats while you're still together and then make a point of recalling it the next day and the following week. Initiating Discussion Think of a situation when you were positive and relaxed and focus it in your mind before you choose a topic or open your mouth. Your self image will be apparent to all at the instant you begin to speak. Check your body language. Who are you facing? Do you have eye contact? Are you smiling? What are you doing with your arms, feet and hands? Does your body say, "I'm open, confident and relaxed!"? Choose topics that focus on the other person(s), using enquiry, comparison, contrast, and confirmation. "So you're into exports. We haven't tried that yet. Is it working as you expected?" Tell them a story. Make sure it is short, interesting and relevant by using the STAR formula - Situation (what was the opening condition?); Task (what did you set out to do?); Action (what did you actually do?); Results (what was the outcome?). Never speak for more than five sentences / two minutes without offering an opportunity for the other person(s) to intervene. Use a confirming question, "Is that similar to your experience? / Would that make sense to you?" Active Listening Seek first to understand the unique thing that's being said by the other person. Never assume that you know what (s)he is going to say. "So, you're telling me . . ." Ask questions for clarification, or summarize what you just heard before you offer any response, particularly in the form of opinions or judgements. "Let me see if I heard you correctly . . ." Summarize the general content or flow of the discussion as it is affecting you. "We seem to be in general agreement that the new regulations are unnecessarily restrictive." The basic truth is that you can't listen effectively while you are talking. This includes talking / rehearsing dialogue in your head while the other person is speaking. Silence is indeed 'golden', having very high value to those attempting to make a point. Pre-existing assumptions, frames (mental sets) and adopted positions are your biggest challenge. You cannot eliminate them but you can suspend them - hang them out where all can see them - and thereby neutralize the danger they represent. There you have it / them! None of them is difficult to remember but every one of them is so easy to forget. What you forget can endanger your effectiveness, ruin your image and endanger your future prospects. 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 welcome – up to 250 words, please. Let’s hear from you! Bill 198, Enterprise Security change. I was looking at two people with great design recommendations and POW! - one fundamental attribution error. This created a lesson earned and a lesson learned. I asked myself the question why two of my direct reports were so emotional about a design on security access? Why are we at an impasse here? Bill 198 has brought in new requirements, but those didn't mean a total security redesign, did they? My mistake was in thinking that one position had to be right but not the other. Whose motives were misdirected here? Rather than expand on the dialogue I favoured one side and that made the situation worse. Hindsight being what it is I should've reached out to validate motives and positions with other involved stakeholders. In fact, once I understood the application of the requirements, they were both right. We have 800 people in 3 business units, each having 18 business process areas, ranging from contract award through to product delivery, that need support. In some business areas, this meant detailed segregation of roles. One direct report nailed a detailed design which covered the problem in-depth. In this situation, this involved less than a dozen individuals but the in-depth solution fit the application. Applying that detail universally though would require significant ongoing effort and maintenance. Our first lesson was to fail to attribute Bill 198 requirements as universal to all business areas. "Be hard on requirements and understand the business area application differences". Why? Well the flip-side is breadth of the problem - a similar yet different scenario. Many business areas request common reports; global reporting for what's in stock or bill of material configurations as examples. It's a 'many-to-one' relationship requiring maximum access flexibility. These requirements usually involved more than 25 individuals. The other approach had used a flexible design which covered the breadth scenario. On the one hand, we had to segregate duties at detailed levels, while on the other hand we had stakeholders requesting needs for full display all flexibility. As is It turned out the solution was a "and/both" incorporation of both designs based on business area needs and challenging bill 198 requirements. I just didn't know it until after the stand off. Once we expanded on knowledge-sharing with the various stake holders, it was easy to conclude that motives were pure and supported. My lesson earned? Don't attribute one solution over another until you've thoroughly explored the stake holder's views. Remain curious; explore ideas openly; be tough on requirements - not on the people; use decision trees to clarify differences; and then communicate them clearly. The 'attribution error' of picking sides will only ensure an emotional roll coaster ride. Well, that's my opinion! Troy Bint.
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Section 3	- On the Horizon
	Emerging from the G8 Event . . . You don't have to organize a march to Edinburgh, Scotland, to stimulate and impress people! Here are a few techniques used by Sir Bob Geldof that can be effective when applied closer to home. It seems to me that we might just be ready for them! Be irreverent. Inspirational people bend the rules and they ignore conventions. As Charles Handy, the futurist said "The future belongs to the unreasonable person". While this may upset the traditionalists, it gives hope to those of us who believe that there might be a better way. Commit yourself. To inspire others, you need to be totally dedicated yourself. Your unswerving commitment will bring people into the fold. Should you reveal any doubts about the outcome, the whole project may flounder. Speak out. Use language which is passionate, expressive and positive. Give answers that provide more than what is needed: "Over 25 million people supported the event world-wide and the media were overwhelmingly enthusiastic!" rather than "Yes, it all went well" Aim high. When Steve Jobs claimed he wanted to put 'a computer on every desk in every home' it seemed absurdly ambitious. The same could be said for Canberra's ambition to be a zero-waste city by 2010. People though, get excited by trying to achieve the impossible.
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	Opportunities & Challenges . . . Information Sharing . . . We are living in the Information Age. The remarkable growth of industries which are primarily based on information design (websites), gathering (surveys), organization (software), security (financial management), and storage (databases), is mind boggling. Among the more recent personal business strategies and tools that are considered de rigueur are 'networking', 'data mining', 'database management' and 'blogging'. As in many other realities though, the technological advances have swept over the social competencies required for its effective use. Left to their devices the majority of people will naturally hoard information and knowledge rather than share it. Clearly, this is very bad news for productivity, for relationships and for business health in general. The good news though, is that it's entirely reversible. All that's needed are a few relatively minor changes to the organization's culture. Knowledge Management (KM) is a new discipline so there's some small confusion over what it encompasses. It has a lot to do with Information Technology (IT) - software and networks. It relates directly to policy development and organizational infrastructure. Leadership and management philosophies and strategies are also central issues. According to Sue Bowness of ProfitGuide.com, in a recent article, the key, perhaps pivotal element is 'personal attitude'. Without the right attitude and employee buy-in, she argues, KM strategies and tools are practically useless. So what precisely, is the good news? It is so easy to convince people that sharing is good - both for them as individuals as well as for the organization. By far, the majority of successful leaders have contributed freely and readily to the development of others. Even that great corporate narcissist, Jack Welch, has stated, "Before you become a leader success is all about growing yourself. Once you become a leader success is all about growing others". Add to this the unquestioned success of freeware on the 'net. Giving 'stuff' away is making increasing sense. It is not a shortcut to the poorhouse; on the contrary, it leads to fame and fortune as the developers of Google and similar devices have convincingly demonstrated. The problem is that many organizations introduce major system changes in the areas of KM while ignoring the correlative changes that need to be made to organizational culture - the context for all behaviour and 'the way we do things around here'. Simply stated, people will not use new systems and procedures just because they are 'there'. Even if there are obvious advantages and benefits, many are reluctant to make the switch. This is not because people resist change, or become habit-bound between their ears! There are innumerable and unobtrusive factors at play within corporate cultures that compel people to sustain past behaviours. We've discussed corporate culture earlier in this issue, but permit me yet another analogy. Use the model of a sailboat where corporate culture is the keel. It's heavy, unyielding and out-of-sight. It does the job it was designed to do, extremely well - providing stability and momentum. This means that it resists or mitigates applied change. Setting up a new policy and/or practice in the area of KM is like pulling on the tiller; providing incentives and enforcing new procedures is akin to trimming the sails. Eventually the boat will respond, but it's going to take time and consistent, coordinated effort. Sue Bowness's fine article offers some very sound and practical advice, yet much of it is like manipulating the rudder and setting the sails. We need to reconfigure the keel too. Did you know that racing yachts often have a retractable keel? You can actually pull it up into the hull, thereby reducing its impact in the water! Of course, this is achieved at the expense of stability and perhaps safety. In organizational culture there's an equivalent, less risky but equally effective. Consider the iceberg analogy used in our lead article on Change Management: The technique is to reconfigure the four 'invisible' components (those below the surface) so that collectively and consistently they endorse information sharing. This means identifying and promoting heroes, telling and reinforcing stories, encouraging ritual behaviours and building informal networks that support sharing initiatives. These invisible and informal elements are more real than anything we might develop and formally declare in the way of visible Values. Note that it may be necessary to remove the visible elements completely or in part so that the real elements can surface. The iceberg will always rise to a point of natural balance. When the culture shift declares to all persons that information sharing is indeed 'the way we do things around here' the KM systems and incentives will begin to work. The process is painstaking and slow initially but the outcome is permanent and resilient. Once started, this deliberate culture shifting process, achieved through the massaging of the four invisible factors (Heroes, Myths, Rituals and Networks), is adjusted/sustained with minimal effort.
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	A Challenge What are the qualities that you would like to find in your key people? Here's a 'starter list' just to stimulate your thinking. If you feel that some important qualities are missing, please feel free to add them to the list. Be as comprehensive and discriminating as you wish. Once your list is complete - that is, you are fully satisfied that the persons described would be absolutely perfect on your team - I have another challenge for you. Please do ensure that this list is complete before you proceed. Takes Initiative - their default mode is to be proactive rather than passive or reactive; they are always thinking ahead to find opportunities to contribute. Makes / Keeps Commitments - they keep promises and give the same effort to decisions with which they disagree as they will to decisions they agree with Cooperates / Collaborates - They say "Yes" rather than "Yes, but . . ." Nothing is too much trouble even when they're taxed or tired. Accountable for own decisions / actions - they own up to mistakes and willingly face the consequences - no matter how unpleasant. Learns from Mistakes - they make mistakes but rarely or never repeat them, and they carry no unnecessary guilt or recriminations Possess Imagination / Curiosity - new ideas are welcomed and openly assessed regardless of the source or inconvenience. A Strong Sense of Ethics - their default mode is to do the right thing, to be free of bias, prejudice and political intent. Now, ask yourself, "If I were to assemble such a team of virtuosi, what would be the qualities they would seek in a leader?" The chances are that they would be looking for the same things as you are. Take an inventory of how many of the qualities you've identified you actually possess yourself - to an acceptable degree. Commit to improve yourself where necessary. The chances are that you will not only feel good about yourself but that you'll actually attract the kind of allegiance and dedication from team members and other staff members that you have been seeking - and now deserve! Perhaps a little help would be welcome? We have a talent for bringing out the very best in people. We help them to focus, to build self and general confidence based on committed results and we improve their resiliency. We are Polaris - the finest self-navigation program for emerging leaders / managers. You can reach us at info@polarisprogram.com or by calling (519) 766-1178 anytime. Could Polaris be the right program for you? We'd welcome the opportunity to demonstrate this powerful program and our ability to contribute to the strengthening of your 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
	Polaris Participants Review Sessions . . . Polaris members are invited to visit http://www.polarisprogram.com/members.php to review the modules for Work Out 6: Personal Organization - Personal Branding / Profiling Obstacles & Setbacks - Assertiveness / Conflict Management Integrity & Ethics - Codes and Transparency for Work Out 9: Implementation - Imagination and Innovation Obstacles & Setbacks - Stress Management Integrity and Ethics - Self Fulfillment / Actualization Preparatory assignments . . . Work Out 7 (August 2nd) is available on the web site and should be accessed no later than July 22nd. An e-mail reminder will be sent to all by this date. Our topics will be: Personal Organization - Schedules and Priorities Obstacles & Setbacks - Principled Negotiation Integrity & Ethics - Affirming Authenticity Work Out 10 (August 3rd) is also posted on the web site and a reminder will be e-mailed no later than July 22nd covering the topics: Implementation - Decisions and Monitoring Building Relationships - Networks and Alliances Beyond Self - High Potential Characteristics Please set time aside for your preparatory work, and call your coach with any questions and comments. Use your RED time well!
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	Be kind to yourself - and to someone else!
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