September 2005
The developmental digest for emerging leader/managers devoted to growth and excellence
CONTENTS:	Section 1 - Topical Topics   - A Change for the Better . . .   - Timely Insights   - I was so p*ss*d . . . 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 third and final article in a short 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; then we considered Confidence . . . now let's consider the impact of Resilience . . . Why resilience . . ? The findings of a June 2001 poll of American adults revealed a shocking fact - work and work related activities command two-and-a-half more time than leisure pursuits. Contrast this with an identical poll run in 1971 when the ratio was just one-and-a-half. That's a substantial increase in the importance of work within a single generation! What demands does this place upon us? Is an escalation in personal resilience perhaps one such demand? A short reflection will show, I think, that effective resilience could mean the difference between a balanced, meaningful life and slow but certain death! No one is exempt. Regardless of organizational size or complexity there are five major obstacles that we all face today as leaders or as followers as we deal with change. These can be summarized as: Coping with stress Higher productivity with less resources Cultural shifts Job/Career transitions Life balance. Manage or perish . . . We are leading change in a radically new context. The rate and complexity of change has escalated. We conduct our business with increasing remoteness - thanks to e-mail we no longer have to drop by a colleague's office; we just send an e-mail and copy everyone else. We are becoming dependent, even intimate with people we've never met. We're expected to do 'it' better, faster, differently and more precisely with just a fraction of the usual resources. Communication and decision lines and boundaries are blurred and loyalties become exceedingly diffuse, while roles and responsibilities are constantly, or should I sat 'inconstantly' changing. On top of all this, we're expected to be mature, balanced, relaxed and resilient! Change related problems won't just go away. We must find ways to manage them or each one will represent a major obstacle to success. So, let's begin with a foundational point about change - we can approach it in two substantially different ways - incremental or fundamental. Most of us prefer incremental change simply because it reduces discomfort and risk. Also, one can always revert to the original condition if the change should fail. The trouble is that it rarely succeeds in attaining 'escape velocity' - ongoing behaviours are stuck in earth orbit. For successful, lasting change we need what Robert E. Quinn refers to as 'deep change', a dimensional shift, transforming and transcending experience. Sometimes this can be sufficient to move us away from the problem or towards a viable solution. We find though, most of the time we need to find ways to manage around the five obstacles. How to get 'on top' . . . Leaders have little option. To be successful, each leader has to master his/her own responses, as well as those of others, to the obstacles. The course of change, like true love, never runs smoothly. Change Champions are pushing for results - NOW! Change catalysts need continuing affirmations and reassurances that everything is unfolding as it should. Change Adaptors need to experience the benefits of the change in highly individualistic ways and in real time. So, as we'd handle any other problem competently, we'll begin with where we are right now. Then we'll identify where we would wish to be. Finally we'll select a strategy to take us from the first to the second - effectively and efficiently. Step 1 - Take stock: You could use the Resilience Quotient (RQ) test developed by Karen Reivich and Andrew Shatté for their excellent book "The Resilience Factor" . RQ measures seven factors - Emotional Regulation; Impulse Control; Optimism; Causal Analysis; Empathy; Self Efficacy; and Reaching Out - each against set benchmarks, and also offers sound advice for corrective action where needed. Alternatively, you could use "The Attentional and Interpersonal Style" (TAIS) a diagnostic tool developed by Robert Nideffer for use with Olympic athletes and US Navy Seals. His book, "The Inner Athlete" has been in wide circulation for nearly thirty years. Step 2 - Focus on your Ideal State: This means being 'solution' focused rather than problem centered. Not only is this more energizing and precise, it's also easier to tolerate in the longer haul. Define the way you wish to be and rehearse all the attendant emotions and collateral effects. It may help to discuss the outcome condition with others who may be directly or even tangentially affected. Step 3 - Bridge the Gap: Develop options and detailed action plans that will take you from where you are to where you want to be. Options are broad strategic initiatives while action plans are specific, sequential statements of who does what and by when. It often helps to have two or three parallel plans in action at any given time so that distortions or delays in one area will be offset by others. Despite the obstacles, the leader must continue to focus the inherent desires of others and to create a new reality. This is achieved by anticipating the challenges so they might be overcome while they're still small and have low impact, navigating the difficulties through continuous practice and bouncing upright with a smile after each setback. Nideffer has a practical approach that he claims separates 'winners' from all others in the race to perform under pressure. His four rules are: There's no second place - put the right people in the right place at the right time; Competition takes concentration - the style can be different but objectivity and intentionality is essential; Attitude matters - match the role, the proper blend of focus, confidence, street-sense and courage; Never wait to communicate - be prepared to tell, sell or yell whenever you need to convince people of the need to perform. The Bottom Line . . . Change is a fact of life, and it's the raw material of leadership. No leader can guarantee a smooth passage through the turbulent waters of change, either for themselves or for others, so a competent strategy is essential. Use the three-part approach to construct effective plans to overcome obstacles, navigate the difficulties and to bounce back after reversals. Together with focus and confidence, resilience is a vital 'leg' on the leadership 'stool'. A Note to our Readers . . . Previous series of articles on the topics of Leadership Characteristics, Succession Planning, and Managing Change 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 . . . Passing on Wisdom . . . Covetousness is a sin, hoarding essentials that others desperately need is strongly censored in our society, and you can go to jail for stealing, yet the majority of managers are guilty of all three when they fail to pass along the wisdom that they've been 'loaned' over the years. The name of the game is coaching - working with others, investing time and effort to help them discover how to get things done better, faster, more securely with every experience. This is a vital task for every manager, yet it's practiced by so few that the situation is both critical and criminal. Dorothy Leonard and Walter Swap have authored a very useful text, "Deep Smarts - how to cultivate and transfer enduring business wisdom" that presents the four ascending levels of intervention for mangers to use to the advantage of all, namely: - "Tell 'em what to do". Explain how to proceed; describe the thinking processes; - "Offer rules of thumb". Demonstrate the model, strategy or technique, using simple analogies; - "The moral of the story is . . .". Anecdotes and stories will make ideas come alive; - "Ask penetrating questions of consequence". Encourage and enforce thinking, clarification and development of ideas. If you would like to get serious about this important role, visit http://www.amazon.com/ Pros and Cons of 360 degree Feedback . . . This idea is gaining popularity because it has so much potential but its implementation is sometimes precarious. Why not plan to move forward with confidence by first considering the 'pros and cons' as you develop your strategy. 'Pros' include, but are not limited to, the following;   + It provides a firm, realistic foundation for critical decisions and investments   + It offers constructive suggestions for follow-through action   + It helps to establish objective criteria and standards, and   + It eliminates and/or reduces unwanted biases and maliciousness. On the 'Con' side consider, among others, the following:   - To retain confidentiality / anonymity needs neutral editing / administration   - Some issues are devastating and need considerable diplomacy and sensitivity   - Doing it well requires time and much expense - but is there any other way? Are you a "Potential Intra-preneur"? For every one person who is unemployed, there're at least ten who are underemployed. Only 20% of the people in our business organizations state unequivocally that they have the opportunity to do what they do best. Less than 10% know how to define their personal strengths or 'best work' with sufficient precision to make intelligent, practical decisions. No wonder so many organizations resemble the lands of the 'living dead'! Say that you really feel you could do more, make a better contribution, if only you could design your ideal job. The problem is that the system conspires against you. If we could define personal contribution exactly, there's still the challenge of imprecise organizational goals and standards. What could we do? Set up your own 'intra-preneurial venture - inside the organization. Start with whatever it is that makes you passionate, where you have been / can be your 'best self', where you can point to personal successes. Now prepare a personal marketing plan to create the role/job in which you would excel. Apply it! It might take time and consistent effort but then water dripping on a stone will eventually wear a hole. Persist in your intra-preneurial actions. Not only will you eventually prevail but you'll feel better about yourself along the way. And remember, it's better to light one small candle than to curse the darkness!
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	I was so p*ss*d . . . The authors of "Crucial Confrontations" recently conducted a survey of the things that aggravate people. Would you like a sneak preview of their conclusions? In general, over sixty percent of those responding experienced 'great' or 'very great' levels of frustration and concern over given issues, with nearly fifty percent plotting to quit their current situation and twenty-five percent already seriously engaged in related actions. This means that only one third are taking constructive action to resolve the issue at hand! Is that right? Only one person out of every three will look after their interests? This is astounding! So, what are the issues that concern people the most? The top rated 'peeve' is - you've guessed it - bureaucracy or 'red tape'. This is followed by ethical conflicts and the related loss of trust and confidence in the organization and/or its leaders, and then, in number three slot, conflict with co-workers. At the other end of the scale, the three least cited aggravations were working hours, compensation and the nature of work assignments. One specific question dealt with reasons for seeking either a transfer or alternative employment. The most popular three were poor relationships with the boss (52%), lack of opportunities for advancement (44%) and ethical conflicts (34%). Work assignment was the least impactful at 5% with compensation and bureaucracy both at 16%. Now, if you compare and relate the numbers, you'll likely conclude that there is a large number of unhappy people out there, simply sitting and seething! What's the economic impact of such dissention? Your guess is surely as good as mine, but whatever it may be, we can't afford it. A timely crucial conversation or confrontation would help resolve many of these situations, clear the air, and relax the shoulders (and points south!) - but it's not happening. The same survey revealed that issues with the boss - the major cause of career dislocations - are the least likely to be discussed. Go figure! Only 21% (that's one in five) of those affected will even raise the issue. Contrast this with the 39% (two of five) who will discuss working hours, promotional and compensation problems. On the most popular cause of unrest, bureaucracy, a staggering 37% would rather work around the problem rather than deal with it. Just fifteen percent, on the other hand, would elect to work around compensation or promotional issues. Are we weird, or what? When it comes to matters that cause extreme discomfort, it would seem only a very small minority are prepared to work constructively on the issues. So be it! Let's just make sure that we're not among this minority!
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Section 2	- Talk Back
	Coach's Corner . . . A selection of frequently-asked questions. Dear Coach: I have a talented and usually reliable team member who is very reluctant to embrace fresh challenges or responsibilities. If I insist, he will eventually come around, but then, having accepted the change, albeit with considerable resistance, he refuses to move on to even newer opportunities. We are in a dynamic, constantly changing environment with emphasis on emerging technologies. I value this person but I'm wondering how long I must work so hard to overcome this 'foot-dragging'. What makes people so stubborn and change resistant? Response: The problem may be in the individual's basic personality or temperament - but it's unlikely. He is embracing the required changes - but slowly and completely. The issue is more likely in the process of change management, so let's take a closer look. The first focus is on organizational culture and its many yet 'invisible' variables. Are there role models, value-based stories, informal rituals and/or networks that support and encourage change within the organization? Are there opposing forces perhaps? Very often, the cultural; forces are confusing and even contradictory. If your valued employee is strongly conservative or unduly anxious relative to others, he may well prefer to respond to change scenarios very cautiously, encouraged by the signals he witnesses around him. A second perspective is prevalent leadership practices. A leader is one who focuses the desire for change that resides within others and helps to make this change a reality. Are you using this strategy in relating the changes you want directly to those that the individual might be seeking? For example, if employment security or excellence in personal quality is a highly valued goal or standard for the individual, are you presenting the new opportunities in this light? It often pays to 'go with the flow'. The third focal 'lens' is your management relationship. A manager gets results through other people by making them successful. Is there sufficient and timely support, in the opinion of the individual, to properly assist him through the change process? Some people need more coaching, tutoring, and/or reinforcement than others. In the perceived absence of such support, they will proceed more deliberatively. In more than a few cases, the effective strategy is a combination of all of the above. It is a fundamental stratagem to know your staff members as individuals and to know them very well. Shared perspectives, and more so shared activities, build personal relationships and trust. This makes the change process easier for all. Finally, a collaborative approach can work wonders, so do involve and engage the person in the change process from the outset. Jointly explore the benefits of the proposed change, assess and select optimal strategies, methods and monitoring processes, building an implementation plan together. As the individual 'bellies up to the bar', you may gracefully retire. In short, success is in your leadership / management techniques and style. Dear Coach: I chair the Board of an influential philanthropic organization which appointed a 'crackerjack' Executive Director about five years ago. In the first five years, the ED, just recently retired from a long and very successful career as a military officer, could do no wrong. Her contributions and conduct were exemplary. The Board was delighted. The next two years though were marked by increasing friction with her staff and even with some important clients and suppliers. Now this behavioural change is affecting the Board and there's a discernable hostility emerging. The ED's actions are becoming rigid and issues are not being resolved. What's our best course of action? Response: Although five years seems like a long time for a transformation like this, it really is not. If you compare it to the preceding twenty-five years (an estimate of the duration of the military career) and concurrently recognize that these earlier years included the highly 'plastic', formative period for the ED, the latter five years are likely more of a transition phase. Let's speculate on how this transition process might appear to the ED herself. The initial two were adjusting years. Major emphasis would have been on learning and accommodating the new and very different expectations of the Board as well as those of the staff. Every action would have been carefully considered and much personal adaptation would have been required. As the new 'realities emerged, and were compared and contrasted with previously held norms and experiences, value judgments would likely have been made, not all of which would have been appreciated or welcomed by the staff who were directly affected. Small, escalating and perhaps accumulating frictions could have appeared in the infrastructure. At this point, the honeymoon being truly over, some dissent could be expected from staff members. If there were some 'politically-oriented' persons among the staff, these frictions could have been construed in a number of unfavourable ways. The ED, having a military perspective or 'framework' may have failed to appreciate the significance of these responses and may even have moved deliberatively to suppress them. This would have intensified rather than resolved them, and now they have attained serious dimensions and hardened 'positions'. It is imperative that the Board recognize this probable outcome and take appropriate action as a governance initiative. Two phases will be needed. Initially, a select task force of the Board should conduct an extensive, evaluative dialogue with the ED. The objective is to help the ED discover and explore the consequences of the present condition. If there's sufficient clarity and confidence emerging from this process, the ED should be invited to construct a remedial, one-year plan of action with clear behavioural norms, outcome standards and time frames. The action plan must involve, as full and active components, the Board and the entire staff from its inception through planning to implementation, monitoring and follow-through. The plan would be reviewed, adjusted and endorsed by the Board and then implemented with the Board positioned to supervise the overall monitoring program and outcomes. Adaptive measures will be required of all parties involved, and the roll-out has to be fully collaborative. There can be no 'opt-outs' and no concessions to particular factions. With good will and integrity, all can benefit from this 'deep change' process.
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	Commentary . . . The ONE Thing That Keeps Us Sleeping Longer . . . by Kacper Postawski, Sleep Science Researcher One of the biggest challenges people have is getting themselves out of the bed! This really has little to do with understanding sleep science or any of the information I teach; it has to do with your will power, and a little bit of strategy. You've probably had many times in your life where you just couldn't get yourself out of bed. The biggest reason why we tend to stay in bed is because we "rationalize." For instance: "I'll just sleep for 10 more minutes . . ." or "It's okay. The alarm is early by 2.5 minutes anyway . . ." or "I'll get up when the room warms up a bit . . ." Well, however you've rationalized not getting out of bed, I'm sure it was very creative too, because as human beings we're really great at coming up with reasons for not doing things! The reason why rationalizing makes us stay in bed, or prevents us from achieving many other goals in our lives is because it creates negative momentum. The law of momentum states: Once something gets into motion, it tends to stay in motion. The opposite, is also true: Once something stops, it tends to stay there! Once you make a decision to remain in bed for "a few more minutes..." it usually stays there for a lot longer than just a few minutes! That's why I teach people to create a momentum strategy to get out of bed as quickly as possible, and start moving - around the house, go for a run, make breakfast with your partner, whatever it is you need to do to start moving and stop sleeping. When you create positive momentum it will be too late to rationalize about sleep because you'll already be out of your bed! So here are just a couple of strategies you can use to get out of bed quickly and get more out of your day: 1) The "Distant Alarm" Method Most people place their alarms right next to their bed within reach. This is a BIG no-no if you want to avoid staying in bed. Why? Because most of the time you don't even have to roll over to press the alarm. That doesn't create a lot of movement and definitely doesn't stop you from sleeping your life away. Instead of placing your alarm clock by your bed, place it far away, like at the end of your bedroom by the corner of the wall! By doing this you'll be forced to get up out of your bed to turn it off. By the time you're out of bed it will be too late to rationalize staying longer in bed, you'll be out already. I even once duct-taped my alarm clock to the ceiling, so every morning I had to get up and place a chair underneath it to reach it. Where there's a will, there's a way. 2) Rehearsing The reason why we "rationalize" morning after morning is because we've done it for so long that we don't need to think about it. Rationalizing becomes a learned and rehearsed behavior. A good way to stop rationalizing is to rehearse jumping out of your bed in advance. When you're ready to go to bed, simply try this exercise: lie down in your bed as if you were sleeping, close your eyes... Then pretend you've just woken up in the morning, and JUMP RIGHT OUT OF BED saying "YEAAAA!!!" Repeat this exercise at least 5-10 times, or as much as feels good! I know it sounds stupid but it works! Your mind does what you tell it to do in a given situation. This exercise will teach your mind a new behavior. To stop "rationalizing" you must replace the old behavior with a new behavior. When you think about it, we're taught how to brush our teeth, we're taught how to take proper care of our bodies, and some of us are even taught proper nutrition skills, but no one is hardly ever taught how to take proper care of their inner sleep system, which is responsible for your energy and your health more than you know! Whatever rationalizations you've come up with, allow me to suggest that you forget them and take some positive momentum in your life RIGHT NOW. Kacper Postawski is an innovative sleep science researcher and the creator of the "Powerful Sleep - Secrets of the Inner Sleep Clock" system on PowerfulSleep.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 welcome – up to 250 words, please. Let’s hear from you! Stop, Say No . . . Last week a group of us talked about how to improve our time management by trying all those common tactics such as managing e-mail, prioritising and delegating. We then decided it's not our fault we don't have enough time, and we blamed others: the organisation, the bosses who are responsible for the stream of never-ending last minute work. But what if, instead of blaming, someone takes control and says NO, enough. It takes a brave person to stand out from the pack; they could appear lazy, difficult, not a team player. In fact, this rebel is taking a risk on behalf of their colleagues. So, imagine the impact if we joined this person and said NO together. It's not only at work that we're being swept along in some kind of all-powerful tide. In life, we're bombarded with messages such as: be the best, have the best, do it all, have it all, be perfect; good enough is simply not good enough. Again, it takes strength to declare there's another way. Some people are doing this already, publicly and privately, saying NO, I don't need to: have the latest and newest: body, house, garden, car, clothes attend every function, outing, event know everything have big incomes and big expenses be number one By saying NO, these people are saying YES to space, breathing time, health, and to being truly alive and human. We need an International "Stop-and-Say-No" Day. On second thoughts, a day's not good enough, to do this perfectly we need an International "Stop-and-Say-No" Month. Well, that's my opinion anyway. Amanda Horne Facilitator & Coach Thriving, Positive People & Workplaces Australia
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Section 3	- On the Horizon
	Horse Sense . . . I had a remarkable experience the other day. I learned how effective I was as a leader in a way that was irrefutable. The reason the experience was irrefutable was because the subject of my intentions did not have a 'political bone' in his body - he was absolutely candid and objective. He was of the equine persuasion. As we struggle to master the art and science of leadership we can never be really sure that our skills in reading the desires in others and in conveying our intentions to them will not be clouded by unintended agenda. Either they want us to succeed or they prefer that we should not succeed. Their own needs and wants, often imperfectly understood by their own self, tend to get in the way. With a horse however, one works at a basic level - the natural reactions of a prey animal. Alertness is 'key', both ways. The horse is influenced only by your non verbal language - words have little or no impact. To control the animal, a partnership bond must be established and maintained and mutual trust is essential. One must work in the reality of the horse; clear direction with genuine reinforcement being the only techniques that will work. The feeling I encountered as I mastered this relationship was almost euphoric. I just knew that the horse and I had created a working relationship, there was absolutely no doubt. We worked well together, the horse and I. We were partners; he allowed me to lead him because he trusted me - all the time I 'kept the faith', for as soon as I reneged, we lost it! This was an incredibly valuable demonstration - one that every leader should experience in a practical way. Overcoming Overwhelm . . . Have you ever noticed, that no matter if we are 'in overwhelm'... many of us just keep on going…..often floundering until we fail... or, if we're smart, at the point of sheer overload we step back, take stock…only to start all over again? If you are trying to do too much…you're not alone! Some time ago I subscribed to Donna Lendzyk's free eNewsletter "Overcome Overwhelm Secrets" in which she shares her secrets to Overcoming Overwhelm & Achieving Your Desired Results! Simple, succinct - and uncannily timely at times - there's always something to meet a pressing need. A recent edition covered the topic of How Do You Complete That Growing To-Do List Quickly and Efficiently? Check it out, and if you want to sign-up for your own copy of the newsletter, I encourage you to do so at http://www.overcomeoverwhelm.com. You'll also receive her 5 Part e-Course where you'll discover; How to Crack a Daunting Task; The Difference Between Getting Results & Becoming Overwhelmed; How to Deal with Unexpected Changes Positively & Easily; The Top 7 Qualities that Allow Business Operations to Grow Easily; and, How You Can Build Momentum - - Great tips for getting the results you're looking for without feeling like you are going over the top!
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	Opportunities & Challenges . . . Appreciative Inquiry . . . OK - you've tried every way you know how to create and sustain real change, and it's still not working. Every approach you've learned to stimulate meaningful problem identification and resolution has failed to deliver the results you need. Your 'status quo' is the default position and nothing appears powerful enough to make a difference. Is this the end of the road? No, absolutely no! You are perhaps ready to break out of the 'box' and try Appreciative Inquiry. This is a way of perceiving, planning and executing that causes powerful, purposeful and compelling change in every type of organization. It works on the premise that whatever it is you need to have, already exists. This is a similar premise to being 'solutions focused' versus 'problem centered' - think about it! Traditional problem solving analyzes through dissection, fragmentation and separation - all destructive processes. Appreciative Inquiry (AI) on the other hand, generates images of past experiences that affirm vitality, success and well-being. It was the brainchild of David Cooperrider, Suresh Srivastva, Frank Barrett, John Carter and others at Case Western Reserve University during the seventies. They must have reasoned that it made little sense to destroy in order to create. Why look for gaps, deficiencies, irregularities and negatives in order to find something that works. If we seek out a problem, that's what we'll find - guaranteed. Often we'll find problems that we didn't know we had. That's really going to move us forward, isn't it? Instead, why not seek that which has worked well for us in the past and then determine the conditions that lead to the success so that we can restore them? The focus then is on what has worked well around here. It follows that if we are searching for deep change - system-wide change - we'll need to engage the entire system in the process. The technique is to discover all the related data for common awareness and understanding so that all can identify what it was that made it successful. This way we can replicate it and even extend it in new dimensions. Analyzing (the initial four letters are not accidental!) causes fragmentation and this does not auger well for a cohesive solution. Transporting a great solution from the past so that we can re-create it in the future has greater promise. It has to be based on a series of assumptions however, so we should consider these. The authors propose that AI can be based on eight assumptions which I will expand very briefly in an attempt to capture your imagination and interest. In every society, organization or group, something works. If this were not the case the entity would not survive long enough to warrant recognition. What we focus on becomes our reality. We generally find the things we are looking for, so why not seek successful solutions instead of worrisome problems. Reality is created in the moment and there are multiple realities. There are always solutions available and there's a choice right in front of us in our several past experiences. All we need to do is focus and share - the more the merrier. The act of asking questions of a group will influence it in significant ways. The facilitator cannot be truly neutral, will always bring a bias to bear, so make it constructive and positive. People will have more confidence in the unknown future when they can import the best parts of the known past. This is the essential difference between AE and visioning which has very few ties to the past. If we're carrying the past forward, it should be the very best elements. We need to be selective and discerning in our examination and selection, choosing only the best available from among us all. It's important to value differences. Our ability to use dialogue to define issues from different yet comparable viewpoints lends depth and meaning which will assist in discriminating quality The language we use creates our realities. The perceptions or frameworks that we each employ to describe our impressions of events are critical to our expectations. How would you feel if your job was to help people find out what they are very good at doing and then assist them to do more, to unfold a future that was full of more good things? You can call this Appreciative Inquiry, Asset-based development, Solution-based Problem Solving or Solution-focused Therapy. Whatever, it works, often beyond the wildest expectations. Furthermore, if you do more of what works, all that doesn't work will fade away! It's a wonderful way to help people manage change. Based on success and what has been already proven beneficial, it enhances confidence, affirms competencies, reinvigorates the spirit and nurtures the soul. This is surely a better way. A Brief Bibliography: Cooperrider, David L.& Srivastva, Suresh. (1987) "Appreciative Inquiry in Organizational Life" in Woodman and Pasmore (Eds) Research in Organizational Change and development, Vol 1, JAI Press Hammond, Sue Annis (1996) "The Thin Book of Appreciative Inquiry". Thin Book Publishing Co. Plano, TX. Hammond, Sue. & Royal, Cathy. (Eds) (1998) "Lessons from the Field: Applying Appreciative Inquiry". Thin Book Publishing Co. Plano, TX
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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, September 27th 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 Is this YOU? Consider the following ten-point profile carefully and as objectively as you can: You love to learn; you're always curious about many things; you want to know 'why?' You enjoy experimentation; poor results just encourage you to try another way You are unreasonably persistent; there's nothing that can't be done You are satisfied with just trying it once; somehow, some day, it has to work You are prepared to bet only on yourself - well, perhaps on a few select others You have unshakeable confidence that the way you see things is more right than wrong You accept that there're others who do certain things better than you - so let them! You're ready to trust others solely on the basis of their passion and dedication You believe that effective control and success is primarily a function of responsiveness You can accept well calculated risks, no matter how outlandish they may appear Try rating yourself on each of the ten statements using a 10 point scale - where '1' indicates this is definitely NOT you; '5' shows you're ambivalent on the issue and '10' demonstrates that this is you exactly. Now sum your total score. If it's more than 70, read on. If not, please go to another article. So, are you ready to be an entrepreneur? These are all characteristics of people, like you, who intend to go their own way in life - and many have been outstandingly successful. Would it surprise you to know that these characteristics are all you need? Those who are waiting for the right idea, the right time, the right financing, the right market conditions, will not make it happen! The single lesson that is offered by those who've made it work is that nothing is more important than 'attitude'. Without the right attitude all other factors, optimalized and combined, will not ensure success. The right attitude alone will take you more than half-way, and it is momentum that attracts resources. What are you waiting for now? 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 9: Implementation - Imagination & Innovation Obstacles and Setbacks - Stress Management Integrity and Ethics - Self Fulfillment / Actualization for Work Out 12: Implementation - Reinforcement & Learning II Building Relationships - Mentoring & Coaching Beyond Self - Positive Organizational Culture Preparatory assignments . . . Work Out 1 (October 8th) is available on the web site and should be accessed no later than September 30th. An e-mail reminder will be sent to all by this date. Our topics will be: Operating Strategically - Understanding Strategy Operating Strategically - Analytical-Logical Approaches Influencing Others - Understanding Differences Work Out 10 (October 26th) is also posted on the web site and a reminder will be e-mailed shortly covering the topics: Implementation - Decisions & Monitoring Building Relationships -Networks & 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!
	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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