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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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This is the fifth of a series about what it is that characterizes a leader.
Me? A Leader?
While some leaders are appointed, formally designated and generally recognized, the vast majority are quiet, 'unsung' heroes who simply rise to any one of the myriad occasions we face every day.
Regardless, there are certain characteristics that leaders share. If you consider all the leaders that you know, whether they are current, past or future, real or fictional, well-intentioned or otherwise, and from different fields of endeavor, you'll find common traits.
These are not magical qualities, reserved for the select few, but rather common abilities which just seem to come together when needed. We continue our exploration of a number of these characteristics over the next few issues of Polaris Digest. This month we will consider:
Communication . . .
What's the most common excuse offered for foul-ups, broken commitments, sub-standard performance, strained relationships and a whole host of other totally undesirable events in our lives? You've got it! "Communication problems!"
It's so easy to wriggle off the hook of personal accountability by claiming that the communication process hasn't performed as expected. After all, everyone knows that communication is a two-way process, so the maximum blame that anyone has to accept is just fifty percent. Common practice? Yes! Acceptable? No!
For aspiring leaders, communication 'problems' are unconscionable. The very essence of effective leadership revolves around communication - the exchange of meaning. The leader is one who focuses the desire for change within others and then creates a new reality. To achieve this, the leader needs to assist others to define a personalized vision of that new reality - real enough to inspire, to serve as an incentive and reward in itself, to stimulate action, and to compel different behaviors.
The leader has to communicate to some very exacting standards. Meaning needs to be exchanged in unambiguous ways or there will be no leader- group relationship. The essential communication characteristics for 'leadership that works' are three, each of them critically important to the process:
- Lucidity that leads to enlightenment or new levels of understanding;
- Clarity that demonstrates relevance and realistic consequences, and
- Cogency which is the authority and power to impose a new condition or outcome.
Let's take a closer look at these three vital characteristics, for they can and will make a profound difference in our life as well as in those of others.
Lucidity stems from the root concept of light. It means clearness of thought or style; a presumed capacity to perceive the truth directly and instantaneously. We speak of insightfulness in our leaders, of enlightened thought and action, of the ability to see things in a new light. The old adage states that if we continue to see and think about things the way we've always seen and thought about them, we'll continue to get what we've always got - but we all want more! Having a different or changed perspective is the first step towards a new reality.
Leaders help us to place the basic ideas / concepts into a fresh perspective, and to grasp the essential benefits that might be gained by so doing. Those who have done this might say, "Well, I just never thought of it / saw it that way!" The task is to assist others to grasp the impact and consequences of a proposed course of action - to see things in a new light.
This means accepting new 'truths'. Now, options and alternatives that were previously unknown and/or unrecognized now are viable and desirable.
Clarity too, has a role to play quite apart from this initial revelation. Relevance is 'key', but it has to be practical, do-able, unambiguous and perhaps even elegant. To accept a new reality each person must translate the personal vision into sensory evidence - to 'get real'. The goal has to be exquisitely clear, close enough to touch, so close in fact, we can taste it!
As leaders in this part of the process our job is to assist others to explore the tangible dimensions not just the concept. It must become more than just an idea, and we must be more than just 'philosophers'. Before it can make a significant impact upon us, we put the idea into our own experience, allying it with those other realities we've already accepted in our life. It too, becomes a part of us.
The last characteristic - that of Cogency - addresses the raw power of the idea, the energy and authority that can make it 'live'. It starts by demonstrating the full power of the concept or idea, asserting its 'rightness' and appropriateness for our current and future condition. We say that it has to 'feel right' and we recognize the need to fully embrace or endorse it at this point in our lives.
The leader works to legitimize the authenticity of the idea so that others can know it as a fact, beyond dispute and wholly supportable. This is where it all comes together. It is now accepted and internalized - made an integral part of our values and belief systems - and therefore a fully owned component of all future actions and opinions. The idea becomes completely ours, independent of any other person including the leader. In fact, it's part of us!
So, ask yourself,
- "If this is to be my opportunity to lead, how can present the core concepts as fresh, revitalizing opportunities that inspire others through to new realities?"
- "What can I do or say to make the potentials, outcomes and consequences come alive, attaining essential vitality and compelling reality for others?"
- "How do I assist others to adopt each new idea, encouraging them to assert unqualified ownership - making it an integral part of their life?"
These are some basic impressions on communication for us as leaders. In our next issue we'll continue to consider the quality of processes that we must use to achieve that new reality. See you then!
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Timely Insights . . .
You're a leader / manager with ambition. That means you set goals for yourself and for your organization. How effectively though, do you set up the plans to achieve them? The difference between those who are successful at realizing their goals and those who aren't is in the implementation. Susan Sherman, author of "Get Them to See it Your Way Right Away: How to Persuade Anyone of Anything" says, "Successful people develop hierarchies of priorities and write out a plan of action for reaching their goals because they know that goals can only be reached by solid planning". Her six quick tips are useful and practical
http://www.profitguide.com/
There are many mangers who are revered by their superiors and passionately despised by their staff. They get results and hit the profit goals, which is why they're revered, but they do it at the cost of their people, which is why they're despised. In today's business world, you do not have the option of being a tough driver who simply uses people. You will not succeed for long and your victories will be pyrrhic. Why then do such hard-nosed managers survive and succeed? The problem lies in the management systems - What Gets Measured, Gets Fixed. If you'd like to know more about this, read "Animals, Inc: a Business Parable for the 21st Century" by Veronica Allman and Kenneth Tucker - Warner Books (February 2004)
Do you know the way to retain high performers in your organization? Do you recognize the astronomically high cost incurred by the loss of these MVPs? Do you have a workable, visible strategy for keeping their interest until you're ready to engage them to their fullest potentials? If you are hesitating, even just a little, you have a serious problem - now! Do NOT rely on the traditional "Employee-of-the-Month" programs, occasional 'pep-talks', or vague promises for future assignments. These are hollow shells, the first being a ritual that few believe in, the second, will always be too little/too late, and the last? Well, do YOU believe it in your heart? Consult the latest wisdom from Gallup Press - "How Full Is Your Bucket" by Tom Rath & Donald Clifton. http://gmj.gallup.com/
Back to Profitguide for our final item - managing your top talent. Don't indulge them, manage them actively, says Margaret Butteriss and Bill Roiter in "Corporate MVPs: Managing Your Company's Most Valuable Performers". Their six quick pointers include let them breathe; ask regularly for their ideas; reward performance reasonably; fast-track them just enough; point out improvements needed; and thank them. You might also want to stream their development through a self-paced program like the Polaris Program. What\ever you do, don't neglect them as you focus all your time an attention on the poor performers - a strategy that has never made sense! http://www.profitguide.com/
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Stick-to-it-iveness . . .
As an Executive Coach, I often have the opportunity to discuss with leaders / managers the specific skills sets that each would choose to develop given the opportunity - and a little support and encouragement. The responses are usually quite definitive and generally centered on issues of either strategy and/or relationships.
There's a third area of concern which is mentioned occasionally that focuses on personal traits and abilities - those relating to values and personal characteristics. Included on this list, with astounding regularity is the trait of persistence, tenacity or simple 'stick-to-it-iveness". I'm astounded at the number of otherwise successful people who feel (usually for good reason) that their strength in this area remains a developmental challenge.
When I was at boarding school in the UK we were assigned to Houses - for nurturing, care and administrative purposes. Esprit de corps was a consideration, as was affiliation, so these Houses were given inspiring names, colors and characters for a positive identity. At my school, for reasons unknown, the four Houses were named for British naval heroes - Drake; Hawkins, Nelson; and Raleigh. I was a member of Drake House and proud of it; he was the first Britisher to circumnavigate the world. In Drake House we even had our own special prayer, recited daily, and therefore eventually internalized.
His prayer contains the following phrase, " . . . Lord, grant me the courage, wisdom and strength, not just to assume a great endeavor but to carry forth the same until it be thoroughly finished . . .". On a young and impressionable mind, this idea became deeply entrenched. It has been a God-send in my life.
It is unquestionably a sign and a sin of our times that we are all exposed to multiple distractions and immeasurable options. Each of us starts many new ventures yet finishes few.
One of the hallmarks of a true professional in any field though, is that (s)he fulfils all commitments made (both to self and others), meets agreed-upon deadlines, standards and conditions, and accepts voluntarily the discipline and sacrifices that might attend either of these regimens.
Here are five simple yet powerful techniques which have proven useful to many. If they would be of benefit to you, please accept them in the spirit in which they're offered:
- Visualize - before you even begin the endeavor, form a mental picture of what you will see when it is finally completed; then add to this the sensation of how you will feel at that time.
- Fragment - break the endeavor into several logical pieces each one with a 'product' or outcome of its own; don't forget to celebrate each minor completion as well as the main one.
- Reinforce - every accomplishment is worthy of recognition and in a manner that reflects the investment of time and effort involved - the tougher the challenge the greater the reward.
- Declare - which means simply, 'go public' with your intention, making it known that you intend to complete the endeavor successfully by a given date or event; encourage others to follow through with you.
- Commit - identify someone with whom you can make a mutual pact for successful completion, perhaps sharing in a joint reward, and certainly providing support and encouragement along the way.
Every pilot understands what it takes to be successful - landings must equal take-offs! It's very simple yet also inspiring. One doesn't give up flying the aircraft until the landing is fully completed - it's a mental set! Often it's more important to complete the course than to perform better, faster or higher. Those who are strong 'finishers' definitely attract attention.
That's what real heroes are made of - after all, wasn't there some story about a tortoise and a hare?
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| Section 2 |
- Talk Back |
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You write . . .
Dear Coach:
This is a sensitive concern. A colleague, who I have to work closely with on a regular basis, is 'getting up my nose'. I know he doesn't realize the effect he has on people but he's always loud, overbearing, intrusive, larger than life and overstated. I can't bear to be with him for more than a few minutes at a time. I've checked with others and they feel the same way I do. We've tried dropping hints, even telling him to 'back-off', but nothing works. I feel like quitting!
Coach:
This can be very irritating and also difficult to resolve - but not impossible! It's the psychological equivalent of a personal hygiene problem!
Let's start with the premise that your colleague is largely unaware of the impact he's making and of its consequences. Is it likely that he would behave differently if he were aware? If so, then the answer is to help him to recognize how he's perceived and some of the options that you would be prepared to support.
This could be achieved by engineering a low-key social meeting (over a meal or lunch, or a walk in the park), at which you ask a series of discovery type questions designed to bring the behavioral consequences to his attention and, at the same time, offer him some ideas or options, in which you'd be prepared to collaborate, for dealing with the situation.
Then there's the possibility that your colleague knows what effect he's having and is doing it deliberately. Some people do feel that they can cover deeper feelings of inadequacy or anxiety by 'coming on strongly'. If this is the case, then you need to advise him firmly but quietly that his curative strategy is unacceptable.
It may be helpful to have the name of a counselor who could be approached, should there be an opportunity to suggest it. Your 'bottom line' in this event needs to be a definitive statement of consequences - what action you propose if action is not taken to resolve the behavior and change it for the better within a reasonable timeframe.
One last thought, sometimes such overstated behavior can occur when an individual first joins an established group and has difficulty in being 'accepted'. A gentler yet still firm strategy is required here. The more experienced members of the group must demonstrate acceptable norms quietly, definitively and consistently, providing feedback to the individual at periodic intervals. Some persons will identify the 'rules' and adapt quickly; others may take longer. The key is to be consistent. Hopefully your colleague will get the message!
Dear Coach:
I'm having a problem keeping up with my business reading. I've been told that I'm expected to read all the business and technical publications, and also to read a number of business books, and to bring ideas to my boss on a regular schedule. The trouble is I'm a slow reader, my job is very busy all day long, and the last thing I feel like doing when I get home is wading through a pile of boring stuff. Any advice?
Coach:
You need a plan for this. Firstly, think about those publications which would be useful to your role. Identify the trade magazines, e-zines and journals that have something important and valuable to offer - make a list of these.
Next, review each periodical as it arrives and, without reading in-depth, mark / tear out the items of interest. Decide whether you're the best person to study the item or if it could be delegated to a staff member. If it is to be you, copy the articles or set up a file of tear-outs that you can carry with you. Whenever you have a few minutes between meetings, while having a coffee, commuting or awaiting someone, select and review one item. Make notes to yourself using a highlighter or in the margin.
Business books are best reviewed by subscribing to a book summary service such as Soundview Executive Book Summaries (http://my.summary.com). A short précis of the book is presented which takes fifteen to twenty minutes to read, and this is usually enough to let you know the main messages of the book. Summaries are also offered as CDs and/or cassette tapes that you can review while driving. The service is not expensive and is good value.
Keep in mind that you do need regular time out for yourself. One refreshing activity for this short 'personal oasis' in your day is to read an article or summary from your file. Choose a quiet moment, close your office door (if you have one) or find a quiet spot where you'll not be interrupted, and take the time to lose yourself for five to ten minutes. The ideas that come from many of these written sources may be just what you need to move your day or even your life forward.
Business reading is an investment, and has been mastered by every successful leader / manager I've ever known.
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Commentary . . .
Managing Change
Why aren't we better at this than we actually are? There's so much of it going on around us. With every day that passes we are given yet another opportunity to polish our skills, refine our strategies and perfect our processes. Still we seem just to stumble along, losing as many as we win and suffering the consequences - not always pleasant - as we go.
Change will continue to be a part of our life; of this we can be sure. So why isn't it taught in our schools, our business schools particularly? The world around us is increasingly volatile and the consequences of change failure are progressively more severe. We cannot afford to continue in this way.
It's true that when we improve our learning skills, create learning cultures and adopt a more resilient approach, we'll be better off. It is amazing however that in business today, we continue to focus our intention on evaluative criteria such as effectiveness and efficiency - to the exclusion of most others. These are important, I agree, but then so is managing expectations which is considered a distant third if at all.
There are some vital observations about the change process that I feel we would do well to remember. Let's consider five of them as a start.
Firstly, all changes in businesses involve people as a pivotal consideration. The human factor accounts for the majority of change failures - maybe as much as seventy-five percent! Despite this there's insufficient sharing of necessary information, acceptance of the need for the change, or involvement in the planning and implementation processes. When will we learn that it's not organizations that change - it's people!
Next, since people are a pivotal concern, let's acknowledge that there's an emotional component to every change. The more substantial the change, the more impactful the consequences, the broader the impact, the higher will be the intensity, pervasiveness and durability of the associated emotions. Rational explanations will not resolve emotional positions; facts do not counter fears; meaning and inspiration cannot be imposed on others.
One cardinal 'sin' is the way information is channeled. In many organizations it's treated as a valuable commodity, to be controlled and horded, distributed selectively if at all. Change requires new decision processes at every level and especially at the front line where the organization meets the market. As Jan Carlzon of SAS once said, "People without information cannot make decisions; those with information can't help but make decisions". The legacy of information spin is so clear that no right-thinking person should ever attempt it - yet they do!
The fourth error is to under-estimate the power of informal culture. Pronouncements of an official nature will never induce change successfully. People within an organization are more persuaded by what they see and what they experience that by what they are told. The four subliminal factors of cultural heroes, myths, rituals and networks are significantly more influential on people's behaviors that any rhetoric from the executive ranks.
The last area of concern is the belief that coercion can prevail if it's persistently applied. Never under-estimate the human spirit - it is the main reason we are here today. Man is a social animal, agreed, but this doesn't include social structuring - an artificial element. We all want to be considered a valued part of any system that involves us. The change process should encompass both horizontal and vertical links, and it has to be driven by wisdom as well as by intelligence.
Were we to reflect on these issues, even for a short while, before we launch the next change we could increase our prospects for success. Hey, it's worth a try, at least!
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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!
Customers and Suppliers inside Your Organization
Intra-Departmental Cooperation - not!
I've observed that there is often very little cooperation among departments within the same company. But that can't be! This makes no sense! It seems obvious that departments within the same organization have everything to gain by cooperating. And in fact corporate management may invest heavily in trying to create a corporate 'family'. Perhaps companies do not reward the behaviors that they espouse. Consider the following:
Janice is the Manager of Computer Support. Her staff maintains the technical infrastructure and provides software maintenance for existing systems. Janice likes her job and the people that she works with and she regularly brings donuts to the management meeting. Bob is the Manager of Systems Development and his group is currently developing 'System X' - a system that will allow the company to introduce two new products and move well ahead of their nearest competitor.
At the February management meeting, it is apparent that the 'X team' is not going to meet their development targets. Staff has been burning the midnight oil for months and this has taken its toll - a key member of the team has quit. The management team is desperate to get this project back on track. Janice has a senior programmer, Dave, in her software maintenance group and while she depends on him, she believes that she can survive for a while until Team "X" can fill the vacancy. Janice decides to "take one for the team" and offers to make Dave available to the "X" team. Her offer is received with open arms.
At the May management meeting, Project 'X' is back on target, Bob still has not found a new staff member and Janice is asked to explain some recent problems with operational systems. In early July, it's announced that Systems Development is being given two new full time positions. A hiring freeze is being imposed on all other departments. Dave is offered and accepts one of the new positions.
Bob's promotion is announced at the meeting in October and he formally acknowledges the great support that he has received from Janice and the other managers. Janice's December performance review is below-average.
What happened? Who is the real hero in this story? Is there a villain? Will there be any donuts at the management meeting in January?
This company has always advocated "one for all and all for one". Yet Janice may well perceive that she was penalized for being a team player and while Bob may not have been deliberate in his actions, he was nonetheless rewarded for meeting his goals, regardless of the impact on another department. And we can be certain that these facts will not go unnoticed by other managers within the organization.
Well, that's my opinion anyway!
Carl Gorman
OfficePro Systems Inc.
(519) 827-9306
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| Section 3 |
- On the Horizon |
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Emerging Trends & Developments . . .
The Hallmarks of Courage
You may recall that I wrote on the subject of courage in last month's issue. Not only did I receive several comments on this topic (all but one being complimentary!) but I've noted a sudden surging interest in this area. A leading edge business periodical, Fast Company actually devoted an entire issue of their publication to this matter. One article therein caught my eye particularly, so I thought I'd share it with you.
Danielle Sacks interviewed John Thompson, Vice Chairman of the search firm, Heidrick & Struggles. She posed a number of questions about how he, as a successful search consultant, identified courage in top leaders. His answers are revealing. Take a look and think how your personal perspectives on this increasingly important attribute might be assessed.
There's absolutely no question that the trait of courage is going to assume even greater prominence over the next decade. This is surely, the right time to begin to focus and develop our abilities, especially if we are aiming for a top level responsibility. Even if you're not that ambitious, is it possible that a smaller dose of courage could assist you to get more out of life? Research has clearly demonstrated that many people at the end of their careers express the heartfelt wish that they'd taken more risks, assumed a stronger stand on vital issues, and/or stretched themselves just that little bit more than they did. Don't be one of them!
http://pf.fastcompany.com/
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Opportunities & Challenges . . .
The Power of Positivism - Coaching the 'Uncoachable'
First, let us begin with some basic observations.
Coaching is an art. It is a practical and usable skill for any leader / manger to employ.
Success in coaching is not achieved through the use of systems, models or protocols. Certainly these are very helpful and will contribute much to any coaching outcome. What will create success is much more related to the quality of the interaction between the coach and the individual being assisted.
A coach is generally focused on how changes can be affected rather than on what changes might be required, but what the coach represents can't help but influence the quality of the results. Every coach therefore, like it or not, serves as a role model for those (s)he would assist. The coach must be a model for positive change, and this can be a challenge.
Think as an individual for a moment. How easy has it been for you to make the important changes in your life? Was the process invariably smooth and relatively effortless? Were you always inspired to run the risks, alter your perspectives, or adjust your standards? I doubt it!
We all experience the same concerns and resistances from within. These will likely include:
- Fear - of the unknown, discomfort, loss of control and/or impact
- Resistance to invest in things we don't recognize or fully comprehend
- Pressures of time and other resource conflicts and overloads
- Fear of failure, exposure, ridicule or embarrassment, and
- Uneasiness or even outright distrust of the change process.
As a leader / manager, just how does one present one's self as a positive role model when faced with such impediments? Well, we normally rely on our intellectual mind. We research the options and alternatives; we evaluate the potentials and benefits; we then present an optimistic front. What else can we do?
We can, and probably should use 'best practices' of course. We must harness 'willpower', use the attributes identified generally as 'emotional intelligence', apply the specific strategic context and bring our own interpersonal insights to bear. We must leave our personal fears and concerns out of the process but it would be most useful to keep them at the back of our minds as reference points - helping us to remain empathic, sensitive and caring.
Often it is important to learn to let go of ourselves while we are coaching, placing firm curbs on our ego drives, preferences and biases. As we maintain balance and open-mindedness we will ease the path forward in the coaching process. The challenges within the process are sufficient unto themselves. There will be diversities in perceptions, thought mechanisms, learning methods, values and temperament, intellect and communication, more than enough to keep us busy.
The task is regeneration of the individual using a template which must first be discovered and critically examined for its authenticity. We, as coach, can facilitate this regeneration but only the individual can create it. We are a reference marker, never a foundation pile or even an anchor point. To become so involved would deprive the individual of his/her birthright.
So, anyone can be coached as long as they are willing to accept you as facilitator. Also, everyone can follow a basic pathway to achieve success with your assistance. The tougher challenges will take longer and employ some distractive mechanisms, but if the process is pure the outcome will be positive for all.
The seven steps of the process that many coaches follow will serve as a useful guide. These, in brief terms, are:
- Identify the growth objectives and opportunities within the appropriate context
- Break down, discard, unlearn and let go before creating, constructing and building
- Build on identified strengths while developing strategies to compensate for shortfalls
- Use external reference points as reference points (best practices, benchmarks or your own experiences/opinions) - but never as anchors
- Offer advice when it's solicited - not before; it appreciates and gains value over time
- Steer, deflect, stimulate gently and consistently; avoid imposing, pressing and coercing changes
- Recognize and celebrate every effort as well as every gain - assigning credit when due.
The role of coach is powerful for every leader / manager. The pace is matched to the individual's reality, so patience is a virtue. There is no person who is uncoachable although some relationships can take a long time to build and produce the desired results.
A positive, persistent approach which is driven by the individual and facilitated or steered by the coach will make substantial gains. It's well worth the effort invested.
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A Case Study . . .
A Gift for Myself!
It had been a disastrous morning. Evelyn sat in her office with her head in her hands, staring dejectedly at the computer screen. "Why," she asked herself for the third time in as many minutes, "did I lose it in there?"
The monthly meeting had started well. The financial results weren't too bad for the time of year, and the order book was full. Yes, there were a couple of minor problems with Scheduling and Procurement was simply not keeping up with the demand. That was no reason for her to throw her weight around though.
The others at the meeting had watched her with expressionless faces when she'd found herself slipping into a tirade over some thoughtless response from the Production Manager.
"I was right!" she told herself, "You can't just brush off the details and tell yourself they're really not that important. Why, when I started this business ten years ago, I stayed up late many nights getting the details precisely right. A gift basket has to create the perfect impression".
It had been more than ten years since she'd launched the company and things had grown remarkably well. Now she had a staff of more than seventy people and annual sales of more than five million dollars. It had been long and hard, but she'd built it to last. The trouble was that although she still cared a great deal for her business she was tired, jaded, even bored. That was why she was becoming increasingly irritable. She just knew it!
"But what can I do about it," she wondered. "I can't just walk away from it all. I'm really needed and there's no one who could manage it properly for more than a week. I have all the clients in my head, and I'm the only one who knows all the angles for suppliers. I'll have to design systems and procedures, and train others - but whom? Right now, I need something different - a change of pace, new faces, I need to interact with some others just like me, but in different businesses, but on real issues not social chit-chat!"
She also recognized that it was time to learn some new things, explore new ways. She couldn't take a lot of time away from the business, but it would be refreshing to be a part of a small group of kindred souls who could offer support and stimulation at the same time.
She reached out for the Polaris referral card on her desk. She'd picked it up several months ago at a Chamber event because it had intrigued her. Perhaps this would be an answer - a year-long personalized coaching, tutoring and networking experience, in a small group setting but with access to all the big ideas. Yeah, perhaps it was the right time . . .
It may be the right time for you, too. Polaris can offer a great deal for the 'solopreneur' or the SME leader / manager who's ready for growth. The relatively small investment pays back within three to six months. Contact us for more details - we'd love to have you join us.
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Reach Out!
Harness the power of a sparkling new thought every week. By subscribing to "Reach for your Star" 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. Look for us in the Leadership section of http://www.reachoutdirectory.com
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| Section 4 |
- Secure Site |
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Polaris members are invited to visit the members' area to review the modules for Work Out 6:
- Personal Organization - Personal Branding and Profiling
- Obstacles and Setbacks - Assertiveness and Conflict Management
- Integrity and Ethics - Codes and Transparency
Preparatory readings for Work Out 7 (November 4th) will be e-mailed and posted no later than October 22nd.
Our topics will include:
- Personal Organization - Schedules and Priorities
- Obstacles and Setbacks - Principled Negotiation
- Integrity & Ethics - Affirming Authenticity
Please set time aside for your preparatory work, and call your coach with your questions and comments.
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Be kind to yourself - and to someone else! |
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Stay well, live long and prosper.
David Huggins and Amanda Levy
Andros Consultants Limited
http://www.andros.org
Helping individuals and organizations be their best
http://www.ebooks4business.ca
Distinctive business books for the discerning mind
http://www.polarisprogram.com
Realizing tomorrow's potential - today!
Shameless Marketing Tip:
With close to thirty years of experience in identifying and resolving
professional and business issues, we've developed a wealth
of expertise that could benefit you. An exploratory consultation
carries no obligation. Let's talk! Contact us at info@andros.org
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Contact us to learn more.
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