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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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This is the second article in a series on Managing Change
A Change for the Better . . .
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 our initial article we looked at focusing change; now let's consider the impact of confidence . . .
Change is inevitable; it's also the raw material or 'currency' of leadership. In today's organizations there is so much change that 'currency supply' outstrips our capacity to use it effectively. Simply stated, there appears to be too much resource and not enough good leadership. Opportunities abound!
Leaders focus the desire for change within other people helping them to create new realities. Where the change outcome is good and effective - that is, it is beneficial as a whole, sustainable and in close harmony with the context or environment - we see it as positive change. Should it fail to meet these demanding tests, then it is opposed, resisted and/or rejected. Yet the leader's role is the same regardless.
History is replete with examples of great leaders who have defined the course of events both for good and for evil. The great leaders we all acknowledge are those who have guided us to positive change. The world is a better place for their contributions and the influence they 'bring to bear' is often felt long after the change they initiate.
We've seen too, leaders who have succeeded and others who've failed, often spectacularly. There have been too, so many arrogant leaders, those who either exploit or lose touch with the people they seek to lead. Also there are ineffectual leaders who cannot make their visions work; and there are leaders who use power that becomes tainted or corrupted, eventually causing incredible destruction.
As we contemplate this we note that effective leaders frequently employ similar energies and processes as other leaders whom we vilify. The results are markedly different; we need to understand why this occurs but more importantly how to avoid the pitfalls.
Sweet Music or Cacophony?
Permit me to use an analogy - that of the symphony orchestra. The leader is the conductor, those who are engaged in the change process are the individuals and groups who play various instruments and those who benefit from the change are the audience. The desired outcome is an emotional/intellectual and perhaps spiritual experience that benefits all.
Using the four different 'types' of change agent described in the first article in this series, the leader/conductor is the Change Champion, The players are Change Catalysts and members of the audience are Change Adaptors. Hopefully none are Change Resistors - although all have that potential, even the leader/conductor!
Normally, only the leader/conductor has the complete score, but the players have integrated components - if the planning has been effective. The audience has little other than a general expectation, and it is the final arbiter or judge even though it may use criteria for success that are ill-defined and fragmented. They'll know it - when they've experienced it!
The leader/conductor has to be knowledgeable, competent and above all self confident. Rehearsals are held to establish a relationship with the players during which these credentials are demonstrated and accepted. Most players possess expertise equivalent to that of the conductor but will willingly acknowledge his/her leadership if the self confidence is recognized and accepted. Not too much and not too little - it's a fine balance.
In turn, the leader/conductor has to acquire confidence in the players, not only as individuals and teams, but also as a whole body. The complexities of the musical score have to be mastered, individually and collectively, and within the hearing of all players, before the audience can be exposed. This is a time-consuming, sometimes frustrating exercise that leans heavily on the leader's perspectives, experience and interpersonal styles.
It's achieved through an unfolding series of small exposures between leader and players that culminates in a bond. In this synergistic bond all come to share a level of confidence in self and in others that is transcendent. It is no longer the individual virtuosi that perform collectively, but the orchestra that performs collaboratively.
Every person involved feels safe, is transported together with the others to a new plane of experience, and is contributant to and recipient of something that can be truly life changing. Contributions are totally integrated, the magic of the symphony emerges.
Take the Podium, Engage the Orchestra
As leaders we have a role to play that's similar to that of the conductor. It is not enough to know the score. It isn't sufficient just to have the right 'players' on board. We must orchestrate an escalating, often difficult series of 'rehearsals' to build that bond of confidence before we can realize success.
It begins with confidence in our own self - finely balanced. Then, all too often, we're dealing with 'temperamentals' and 'sensitives' who need not only to perform as virtuosi but as full members of the orchestra. They'll need to be recognized, encouraged, nurtured and accepted as individuals before they, in turn, can accept others. This is pains-taking work with many setbacks along the way - but it must be done well.
Above all, each and every member of our group wants to feel safe and secure, accepted and appreciated before their full contribution can be given. These are emotional needs and have to be respected and treated as such; intellectually-based approaches will rarely succeed.
Start with Rehearsals
What's a practical 'road map'? Here's one that's simple to explain, although complex to administer since every application can be quite different:
- Transfer the Vision of the desired outcome to the player/catalyst to the point that there is unqualified 'ownership' of the program in its entirety - personal 'buy-in';
- Assist each person to define and assume responsibility for needed contribution as an integral part of the whole so that all necessary 'connections' can be made in process;
- Identify and reinforce every 'right' behavior/outcome as it occurs and in the presence of all others involved, and do this continuously and consistently; and
- Focus every contributor's attention on the common bond of collaborative confidence through spontaneous celebrations.
The leader's job is not simple, but it is essential. Leadership is an art, more so than a science as this analogy reveals. It does require a disciplined approach but much artistry and talent in execution. It is well worth the effort, sweat and tears!
The great leaders who can create positive change are those who can be instantly recognized by their confident ability to build such collaborative confidence in others.
In our next issue we'll look at 'resilience' - the 'secret weapon' that ensures success in the face of overwhelming opposition. Meanwhile, I'd welcome your thoughts and suggestions - they will help me to build a better product.
A Note to our Readers . . .
Previous series of articles on the topics of
· Leadership Characteristics, and
· Succession Planning
have been designed as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us.
It is a pleasure to share ideas with you and we'd welcome your questions, suggestions and comments. They'll assist us to refine and expand the essential value of these initiatives.
Thanks in anticipation for your participation.
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Timely Insights . . .
Swanson's Swansong . . .
Every now and then there's a small unpolished gemstone among the pebbles on life's beach. Most of the time it's difficult to spot, but when the water and light combine in a particular way, its brilliance is suddenly apparent.
I found one such recently and I'd love to share it with you. Last year, Raytheon's CEO, Bill Swanson, shared with his top management team the wisdom he's accumulated. He put it into a small 76-page pocket-sized booklet entitled "Swanson's Unwritten Rules of Management"
Here are a few items with some explanatory / editorial comments as a 'taster':
You can't polish a sneaker - before you invest in refinements and upgrading, check out the basic item (substance vs style). It's pointless to suggest, inadvertently or otherwise, that someone/something has value other than what is really there.
Learn to say, "I don't know" - if used when it's appropriate, it will be used often. It may also stimulate you to find out what it is you don't yet understand - but should!
You remember a third of what you read, half of what you're told and everything that you feel - personal experience is the most compelling teacher.
Look for what's missing - many know how to improve what's there but few can see what's not there, and what might be essential to future success - they lead.
Never refer complaints upwards - those who should be addressing / correcting them will not thank you, the complainant won't care and your boss will not be impressed.
Treat the name of your organization as though it were your own - lost money and opportunities can be recovered; a lost reputation is usually terminal.
Have fun at what you do - it will be reflected in the quality of your results, it drives you, alongside passion, and no one likes a grump!
When facing decisions look at them from one level up - you'll be amazed at how your perspectives will change and how much easier it will be to 'sell' to the boss.
If you're not getting much criticism, you're likely not doing enough - we all learn best from experience, remember? Recall too, that it's always safer next to the trunk of the tree but the fruit is at the other end of the branch.
If it's on a slide presentation, everyone already knows it - govern yourself accordingly; explore the unusual interfaces and pursue the unexplored.
Someone who is nice to you but rude to the waiter is not worth knowing - trust me on this one, even if you don't trust your own gut responses.
When issues are becoming drawn out, short them to ground - 'nuff said'!
You'll likely recall my many references to my sainted Scottish aunt and her profound wisdom on life. This is the strongest candidate I've seen to date for a 'sainted Scottish uncle'.
If you'd like to see more, there's an extended version of the article available at www.business2.com/swanson. Don't wait - get your copy now!
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A Higher Purpose . . .
It's been said many times before, yet still not accepted nor believed - life balance is impossible to achieve in the short-term.
How many people do you know - including yourself - who are still searching to find a sane distribution of time, focus and other resources? Do you know people who are putting in extended hours, long days, evenings and weekends, in search of a better way to bring some real meaning and balance into their lives? It's like seeking the Holy Grail.
Keen of sight, courageous, and strong of heart, they work harder, even smarter than the average, expecting that all the other un-targeted areas of their life will remain safely in suspended animation until they can find the time, energy and resources to deal with them.
Wake up and smell the coffee! It isn't going to happen!
The Horatio Alger story is based on giving everything you have to your career so that the rewards will follow. Would it be impudent to point out that these rewards do not follow automatically? Does it not make sense that you need to work just as smartly and equally as hard for all the other things you expect out of life?
There're times and occasions when you'll have to devote your entire energies to your career. There are similar times and circumstances when you must invest the same devotion to your family, your self development, your spiritual quest, to your personal finances or whatever else is important to you. Not to do so will undoubtedly result in neglect and inevitable loss.
So what will tell you what and when? How can you know that this is the week to ignore work issues, shun all other distractions and to spend all your time and attention on your spouse, your children, your home or other? Well, a writ for divorce might be the clue, but it may then be too late for a positive response.
I could extol the virtues of a written Personal Action Plan based on the seven to ten key areas of your life, but this is only a 'prop'. Real commitment to a longer-term balanced life emanates from changed behaviors not from changed systems. Enduring and successful change comes from covenanting, with yourself and others, for revised, revitalised and refined perspectives. If you change the way you look at things, the right behaviors will follow - that's for sure! This means that you do not change the 'system' until you've changed your perspectives.
So, find your higher purpose. Perhaps it will take three days of intense deprivation on a lonely mountain top, or some 'time out' in the bathtub reading Julia Cameron's excellent book "The Artist's Way: A Spiritual Path to Higher Creativity"- http://www.amazon.com/
or even Rick Warren's popular "The Purpose Driven Life" - http://www.purposedrivenlife.com
Whatever!
Life is best managed through a system of personal 'frames' or perspectives over which we have some semblance of control. Get it together. Life is not a rehearsal - it's the real thing, and we may not have the chance to do it over.
Let me put it another way - life balance and success is, first and foremost, an 'inside job'. Got it?
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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 some real issues with my supervisor. She's very knowledgeable in our field and she's very experienced. There's a great deal she could be teaching me as we work together to achieve our common goals. My problem is that she is never straight-forward with me.
I find it impossible to get straight answers, clear direction or confirmation that my contributions are acceptable. I hear on the grapevine that she has 'problems' with my performance but she's never confirmed it. She just smiles and deflects my questions. Recently I've come to suspect that everyone else is aware of the situation.
I can't deal with this any longer; now I'm losing a lot of sleep. Will I have to quit this job that I both enjoy as well as need?
Response:
It sounds like your boss may have a challenge in using power - the ability to make things happen. You, in turn, may need to understand how power works so you can deal with it.
Your boss has 'formal power' which is vested in her through her role as your supervisor. This power comes as a mandate - a licence to get things done, to achieve results or outcomes. It comes through her superiors, originating with the Board of Directors.
She also has 'moral power' - as do you - the ability to do the right thing, to take an ethical stand on issues, and to support the goals, policies and standards currently endorsed by the organization. The highest 'courts' for this power are those of public opinion and acceptable practice within the community.
Between these two types of power, there's a third - 'informal or political power'. This is the power of influence and suasion and it has no authority or even reality. It's useful and effective only if those subject to it are prepared to give it licence. From your description of the problem, it would appear that your boss prefers to influence your behaviors through this informal / indirect approach.
It's very hard to confront grapevine gossip, innuendo, ambiguity or similar political manoeuvres directly. They could be challenged in open meetings but they will usually be denied or rationalized - little is gained and much is risked. The best strategy is to deal with the issues one-on-one with your supervisor by asserting formal and moral power to the point that informal power tactics are squeezed out.
You likely have a position description which specifies your responsibilities and standards of performance - use it. Political manoeuvring will usually diminish where formal or moral assertions are promoted and applied - insist upon them. Be precise, exact and detailed in every interaction and where possible, anticipate the 'curves' that may arise.
One feature of informal / political power is the engagement of intermediaries or 'henchmen'. These persons, acting under subtle influence and control of the leader/'gang boss', may be used to do the dirty work - spreading rumours, applying negative pressure, ostracization, etc. Challenge such actions directly and openly by asking for credentials, proof sources or explicit authorities. They can be neutralized /rendered ineffective in time. These 'agents' cannot flourish for long in the glare of open confrontations.
Draw 'lines in the sand' on specific issues, making it very clear that your actions/responses will conform to these boundaries. Decide upon and explain the consequences that will occur if the lines are crossed by you or others. Your most effective counter-measure is exposure of political practices and your preparedness to stand firm on your position. Note though, that this can be very risky if the organizational culture is weak or ineffectual.
I agree that this is a most regrettable situation and it's very tough on you. Someone, somewhere, and sometime has to hold the moral high ground or the insidious practices will pervade the organization and only the 'politicians' will survive. In this case, would you want to work under these conditions?
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Commentary . . .
Crucial Confrontations . . .
Ideas that make a real difference are 'few and far between'. Finding a business book, based on a single, insightful concept and clear processes for implementation are even rarer.
The criterion for such recognition must include a high degree of relevance to our busy and increasingly complex routines in organizational contexts. For example, consider the deep differences of perspective, opinion or standards of behaviour that can arise with others who are part of our ongoing experience?
Has it happened to you? Unexpectedly, you find you have a problem, serious and significant, with someone who is, and will continue to be, an integral part of your life. The way forward seems to be very messy and highly uncomfortable and yet there's no obvious solution in sight. There's possibly more danger in fronting the issue than in ignoring it, but you know that it's not going to go away. What can you do?
I know of no research that has quantified the broken careers, failed relationships or dissolved marriages for this kind of issue, but I'm prepared to bet my next Lotto winnings that the numbers are horrendous. For all its importance however, the necessary coping skills for such events are not included in our school curricula.
More than a year ago, four earnest people published the results of their research in this field. Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzer authored a book entitled, "Crucial Confrontations: Tools for resolving broken promises, violated expectations and bad behaviour" - http://www.vitalsmarts.com/Solutions/CrucialConfrontations/. They argue, quite convincingly, that using charisma, power or inducements to handle misunderstandings is ineffectual.
Instead, they demonstrate that the key is to help others to see the natural consequences of their problematic actions. Having explained the supporting rationale in easy and compelling language, they detail a number of great strategies to make this happen. I've tried their suggestions on a number of different occasions - they work!
Now, given the prevalence of interpersonal 'frictions', the personal discomfort, lost productivity and threatened relationships that result from these frictions, you'd think that everyone would rush out, buy the book and put the ideas to work. It's not happening!
The strategies are not hard to understand - in fact, it could be claimed that they are common-sense. Their three-part model recommends that you:
- Work on 'me' / yourself to decide what the issues might be, to decide if it is worth confronting, and to master the 'stories' we tend to tell ourselves, before we take action;
- Then confront with safety, recognizing that any other approach will cascade raw emotions and deeper hostilities. The task is to describe the gap between expectations and experience while avoiding blame and censure;
- Finally, plan a way forward, sharing and adopting options that are acceptable to both parties, agreeing to standards and review processes that will ensure mutual comfort.
This is not rocket science. It isn't high risk - quite the contrary. It doesn't depend on detailed scripts or other people's good will. It is simply a straight-forward, practical way to confront and resolve difficulties even in the face of outright opposition. It makes very good sense.
So why aren't you doing it? 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!
My Personal Advisory Panel . . .
The first time I reached out on a bench marking initiative I didn't expect too much. I was pleasantly overwhelmed by the positive, friendly and constructive response I received. I was exposed to many great ideas and the help I received really made a difference to my success.
It never occurred to me that I could extend these contacts into relationships until my coaches asked me to set up some NetCells last year. What are NetCells, you ask? It sounds like something out of Star Trek!
Well, it's a group of individuals who meet regularly to share experiences, insights, challenges and to network on individual and collective interests. It's a simple concept and not a lot of work. Then, once you've set up your group, it serves you as a focused, unbiased personal advisory panel. You contribute assistance to the other members of the group and, in return, they all contribute to your interests and success.
I approached some business contacts I'd made through the bench marking exercise and they all readily agreed to join my group. They even asked if they could bring along their contacts too. I decided to limit the size of my first group to just six people so we could use a simple teleconferencing service which was conveniently available.
As a group we made the decision to keep the process informal, flexible and our agenda fluid, allowing the group to mature in its own way - this has added value to our efforts. Our consensus today is that the NetCell is a great development tool for every one of us.
Now, ten months and four meetings later, only two of which were face-to-face, we've supported two members through career changes, engaged in two tours of facilities as well as a lot of mutual support through our voluntary engagement.
Looking back, I can only wonder why it's taken me so long to realize the tremendous benefits that arise from helping others as you help yourself! This really is the 'professional way'!
Well, that's my opinion anyway.
Bardhonia Harding, Dynamex U.
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| Section 3 |
- On the Horizon |
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Emerging Trends and Developments - Is Everything Weighing-in on you?
I should probably have told you about a colleague of mine - and her site - before the beach, BBQ and bathing-suit season . . . but, as they say, it's never too late - especially when it comes to overcoming 'the battle of the bulges'.
Most of us want to be slim and trim. Many of us have exercised; tried every diet in the book; and, as a result gained and lost all those pounds a million times over! Some of us have even taken supplements and read just about every article that's ever been written on the subject. Now we're just 'weighting' for that magic pill!
Well, allow me to introduce my colleague, psychologist and coach Dr. Carol Solomon. With over 20 years of successful practice, Carol has learned what works and what doesn't work when it comes to lasting weight loss. Better yet, she helps people do so without dieting. (A hint, it has everything to do with the psychology of it!)
Stop the 'weighting'... tackle the problem in 'bite size chunks'. ;-) Sign up for Carol's newsletter here - http://www.stresseating.com/, or check out the details of her program http://www.Lose-Weight-Now-Stay-Slim-Forever.com/
It'll take a weight of your mind!
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Opportunities & Challenges . . .
Tell Me a Story . . .
We are living in the Information Age. I've said that before, and no one would argue the point. Our organizations are driven by information, our technologies center on information management and distribution and our routines are profoundly affected by the channels through which information flows - computers, PDAs, telephones, automobiles, even the elevators that lift us to our organizational purposes.
People though, don't want more information. They are already up to their eyes in information. They can't handle any more information. So what do they want? They want confidence / faith in the systems, relationships, decisions and above all, in you, your goals, and your successes - and in the stories you tell.
It's faith that moves mountains, not facts or information. Facts do not lead to faith, only meaning does that. Annette Simmons says, with considerable eloquence, that faith needs a story to sustain it - a meaningful story that inspires belief in you and renews hope that your ideas do indeed offer what you promise. In her very readable and successful book
"The Story Factor: Inspiration, Influence, and Persuasion Through the Art of Storytelling" - http://www.storydynamics.com/ - she proposes six types of stories that will serve well in our attempts to influence others.
Consider for just a moment; we all love stories, from when we were young children to the more intimate moments in our relationships. We learn from stories; we are entertained and fascinated by stories; we admire and accept the story teller to the point that we'll part with hard-earned dollars just to hear a story we may well have heard before. Stories are powerful and compelling; people listen, learn, believe; then things happen!
Stories when used responsibly and well, build trust, bestow authenticity and extend credibility. They are indeed worth the time and effort to develop, to practice and to refine.
Let's take a look at the six types that Annette recommends:
- 'Who I am' stories - to position you among people who need to trust you
- 'Why I am here' stories - to explain your intentions and your agenda
- My Vision stories - to present acceptable realities that stimulate others
- Teaching stories - to translate 'what' into 'how' and so to benefit others
- Values in Action stories, - to set examples in 'real-life' ways, and
- 'I know what you're thinking' stories - to anticipate and deal with resistance.
If you want to influence others, you need to begin with two major questions, "Who are you?" and "Why are you here?" Until you address these questions, no one will trust what you say. You may already have been identified, your credentials impeccable, but this doesn't tell people who you are - they need to know 'you'.
A straight explanation is not only boring, it doesn't cut it! A story, on the other hand, is worth a thousand assurances. Tell them about a situation that reveals the real you and they will quickly decide whether you're trustworthy - you'll not need to sell them. After all, their conclusions are far more trustworthy than your 'spiel'.
So take the time to introduce yourself through a story - the strategic approach. Stories draw pictures in people's minds; memorable, evocative, emotional pictures. Such pictures overcome doubts, suspicions, and defensive barriers; they contribute to trust and acceptance. The images that arise can be extrapolated and extended into mental scenarios in others' minds that you may never see or even suspect.
These story-created connections are so powerful they can mean the difference between success and failure. Consider your own experiences where others have been successful in influencing you. How connected did you feel with those who were successful; now, how about with those who failed to reach you?
With those who were successful, how did they gain your trust? Did you feel that you knew who they were and why they were making the effort to connect with you? How, precisely, did they accomplish this connection? Quad erat demonstrandum!
You might explain the logic and practicality of your proposition, the advantages and benefits that apply and the record of accomplishment of your product or service extensively. I suspect though that until you are known and your motives are accepted, it will be a hard sale. It isn't what or even who you are, but rather who you are perceived to be that matters.
Against the next occasion that you feel the need to influence others to your cause, prepare now. Select a personal insight story that will show you the way you really are. My 'raison-d'etre' is to help others to be their best by coaching, tutoring, counselling and passing along the wisdom I've gleaned through the years. I tell the story of sitting at the feet of my sainted Scottish aunt when I was very young, absorbing her 'home-spun' philosophies of life which have since guided my success.
Next, know your audience and what it is you want to achieve with or through them. Don't hit them on the nose with it, but tell them a story to illustrate how you will benefit as well as what's in it for them. My story here could be my experiences with gliding and soaring - helping others launch themselves so they can truly 'fly free'. Such a story works even for those who have never flown - they have dreamed of it.
My stories are images in my mind which induce similar images in the minds of others. These images are strong, memorable connections which, properly used, will lead to action. They can make a real difference in my life and in those of others.
Try them for yourself - and see what a difference they can make for you.
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Selecting the Best. . .
Have you ever made a 'less-than-optimal' selection decision?
Jim Collins speaks of 'getting the right people on the bus'. Agreed - the destination is not nearly as important as traveling with those we like and trust - but how can we 'know' them?
Selecting the right persons for our organizational team is the critical first step towards success - yet so few of us do this well. Is personnel selection art or science? Well, we contend that it's a blend of both, and readily learned with the right approach.
That's precisely what we shall deliver in our popular one-hour webinar
"Selecting the Best"
on Tuesday, August 30th at 1pm (EST).
This is a practical 'how-to' session for leaders / managers who need to make the right personnel choices the first time. It will benefit those who are new to the challenge. It will also benefit those who're already adept yet seeking refinement - that 'winning edge'.
The session will be facilitated by Amanda Levy and the webinar leader is author, speaker and executive coach David E C Huggins, President, Andros Consultants Limited.
Participants will enjoy and profit from a comprehensive explanation and demonstration of Behavioural Interviewing within the context of an integrated selection system. We'll include all the strategies and techniques to improve and shorten invested time and effort as well as establish all guidelines and proven effective practices.
There'll be complimentary hand-outs, valuable materials designed to enhance your selection process. In addition, those participating will be offered the authoritative e-book, "Selecting the Best - the Primer on Hiring" by David E C Huggins, at the special value price of just C$20.00 (including taxes).
This extensive guide to effective selection techniques contains substantial examples, detailed checklists and many other significant, original resource materials that will make the selection process considerably more secure and efficient in your hands.
Contact us today for registration details. Please note that space will be restricted to ensure optimal learning opportunities for participants.
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A Challenge
Mark Goulston writes:
I met with a CEO of a 200-employee childrens' book publishing company. I asked him how his employees talk about their jobs and his company. He replied, "Why don't we ask them?"
Together we created what we call the PEP CEO Challenge. The CEO distributed a memo to all of his team members stating the following:
"I need your help in making this a better company. Anything you say will be totally anonymous.
Suppose you were to attend a dinner party and someone who was asked to describe his job and his company and on a scale of 1 (totally lacking) to 10 (overflowing) scored 10 -10 -10 in the areas of pride, enthusiasm, and passion, how would you feel if you scored your feelings about our company lower? If it were me, I know I'd feel envious and think less about where I worked.
Were I to ask you to score on that same scale, where your level of pride, enthusiasm, and passion was in regard to your job and our company, what would you write down?
If you wrote down anything less than 10-10-10, what things have to change in order to raise your pride, enthusiasm, and passion scores?
Please give me your answers anonymously -- and do not use this as an opportunity to single out individuals that you have a grievance against. There are other avenues to address those, and any mention of specific people will cause us to remove your answers from the input we receive.
As an expression of gratitude for your doing this, we will identify the most commonly reported suggestions for change, tell you what they are, indicate what we are going to do in order to improve upon them, and give you a time line for doing so.
Thanks for helping us to turn this company into a place we can all feel pride, enthusiasm, and passion about"
Once people responded, the results were tallied. The most commonly reported suggestions included
- Developing a system for rewarding merit rather than people who could play politics to their advantage
- Stopping gossip and talking about people behind their backs
- Delivering on the mission statement to create childrens' books that help parents teach their children how to succeed in a competitive world -- and be happy in a cynical world
The company's CEO made the commitment to correct these matters -- and increased his company's results and bottom line 40 % in the next year. He was also able to ferret out negative people who wouldn't change. And perhaps most importantly, he doubled his own pride, enthusiasm and passion.
Would you have the intestinal fortitude to send a memo like this, and to act on the results?
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 |
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Polaris Participants
Review Sessions . . .
Polaris members are invited to visit http://www.polarisprogram.com/members.php to
review the modules
for Work Out 7:
- Personal Organization - Schedules and Priorities
- Obstacles & Setbacks - Principled Negotiation
- Integrity & Ethics - Affirming Authenticity
for Work Out 10:
- Implementation - Decisions and Monitoring
- Building Relationships - Networks and Alliances
- Beyond Self - High Potential Characteristics
Preparatory assignments . . .
Work Out 8 (August 31st) is available on the web site and should be accessed no later than August 19th. An e-mail reminder will be sent to all by this date. Our topics will be:
- Implementation - Personal Strengths in Action
- Obstacles & Setbacks - Adaptability and Resiliency
- Integrity and Ethics - Personal Resiliency
Work Out 11 (August 23rd) is also posted on the web site and a reminder has already been e-mailed covering the topics:
- Implementation - Reinforcement and Learning
- Building Relationships - Trust and Confidence
- Building Relationships - Consensus and 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!
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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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