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| Section 1 |
- Topical Topics |
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A Leader’s Strengths . . .
Last month we reflected on the leader’s mindset. I offered the proposition that there are really only three basic perspectives that separate leaders from others, namely optimism, personal orientation (inner direction – external focus) and happiness. This has given rise to a few intense discussions and a whole lot of dialogue but, as yet, no one has either refuted or significantly changed my hypothesis.
It’s been pointed out that optimism is a ‘strength’ and therefore a quality enjoyed by all, not just leaders. While I have no argument with this, I maintain that, whether it’s a basic characteristic or a ‘strength’, leaders need to be consciously aware of, and resilient in, their optimism.
So, is happiness a ‘strength’ too? According to Tal Ben Shahar, in his excellent little book “The Question of Happiness – on finding meaning, pleasure and the ultimate currency” , happiness is the highest on the hierarchy of goals, the end toward which all other ends lead. He defines happiness (p18) as “the overall experience of pleasure and meaning”. This doesn’t sound like a strength at all.
Those who were intrigued by the third element “Inner direction – External focus” are encouraged to reflect on Robert E Quinn’s work “Entering the Fundamental State of Leadership – a framework for the positive Transformation of Self and Others” and its attendant workbook. This is clearly more fundamental, being deeply embedded within our ‘values-in-action’.
I am now intrigued by the question of a leader’s strengths – are they singular? Let’s take a look, shall we?
A very useful framework for considering both a leader’s traits (cognitive competencies) as well as emotional strengths is the four-step sequence of business-related leadership actions, that is –
- Developing the Vision / Creating the Future
- Sharing the Goals / Clarifying values
- Gaining Support / Enthusing, Growing and Appreciating Others
- Delivering Success / Ideas into Action
Looking beyond cognitive competencies, we’ll discover that typical strengths in Developing the Vision / Creating the Future, the first of these four steps or categories, would likely include:
Visionary
These people can tell compelling stories of the future they want to create and they do this so effectively that others are challenged to work with them to create it. They speak with passion about the impact they want their people to have on the lives of others, paint vivid pictures in their minds, and instil a strong desire in their hearts to be part of something bigger.
Legacy Builder
This describes a capacity to be constantly thinking forward, to be planning in time zones beyond their own tenure in the role. Those with this capacity want to build sustainability, to leave a legacy that will outlast them.
Single-mindedness
Describes the capacity to focus on the purpose (or mission) of the organisation, to stay on course, and to keep bringing others back to the purpose. They are not distracted by the latest bandwagon, they know how many initiatives the organisation can take on and do not overstep this. Nonetheless, they are quick to spot the things that are pivotal to future success. Those with this ability are energised by the goal they are working towards, prioritise, cut out the trivial, and align the organisation to concentrate on those things that will move it to the goal.
Opportunity Awareness
Those with this ability think 'out' as well as forward. They are well aware of current issues and trends that are relevant to their business. They understand the impact these can have and are quick to seize opportunities ahead of the rest of the field.
In the second step/category, Sharing the Goals / Clarifying Values, we’d find such strengths as
Values Champion
This describes leaders who are clear about their core values at work and in life, and who can articulate and then demonstrate these. Honesty and integrity will be particular parts of their values set. They believe that a key part of their role is to guard core values and they will be quick to stand up when values are challenge or infringed.
Consistent Leaders
Those who have strength in this area are quick to spot inconsistencies between behaviours and values. These people intuitively model the values that they want to shape the culture of the organisation. No matter where you meet these people, they will behave consistently in terms of their values and treatment of others. They will build alignment between values, vision, structures, processes, procedures and day-to-day interactions with others.
People Champion
This describes the leader's focus on other people (rather than on self). They have a natural capacity to treat others with dignity and respect and need to have a positive impact on the lives of others. They recognize that their leadership role exists to help others to do a better job for those the organisation serves. They are humane and compassionate, yet will not compromise on high standards and are not 'a soft touch'! They build structures and processes that support people and will adjust these in the interests of people, if that is what’s required.
Customer Champion
Leaders who are Customer Champions are clear about who their customers and potential customers are. They are quick to see things from the customer's point of view and will be advocates on behalf of the customer. These leaders meet with, and hear from, customers and workers who are in touch with customers. Thus they are sufficiently in tune with customers to be able to anticipate their needs. They are so enthusiastic about their customers that their people become customer champions too!
Then in the third category, Gaining Support / Enthusing, growing and appreciating others, there’s
Team Builder
This describes the ability to enjoy, encourage, and facilitate working with others who bring the different attributes required to achieve a common goal. They enjoy being part of the team as well as being team leader. They are quick to ask for and give help, and model and encourage collaborative work practices.
Enthuser
Describes the capacity to make work fun, to be positive, generous and 'up beat', to energise others and to bring a contagious enthusiasm to the workplace. They are quick to give credit to others, and they readily and openly celebrate success.
Enabler
Leaders who demonstrate this attribute enjoy involving others, giving them opportunities to grow and develop. They trust others with responsibility and set them up to succeed. They hold themselves accountable for the success of their people. They are genuine and constructive in the appreciation they show to others.
Social Adaptability
This describes the ability to easily converse with, and relate to, people from a variety of backgrounds in a range of settings. Those with this attribute are quick to read and respond to differences between individuals, initiate conversation easily, listen well, and appear approachable and accessible.
Self Belief
This describes the capacity to be comfortable with who you are; to be vulnerable, genuine and open about strengths and weaknesses. Others would describe these people as humble because they naturally comment on the achievements of others rather than promoting their own. They make others feel that they have been taken seriously, they are ‘straight talkers’ and say what they mean without using jargon or confusing other people with technicalities.
Finally, in the fourth grouping, Delivering Success / Ideas into Action, we find:
Self Reliance
This describes those who recognise that they are self-confident and more comfortable than most to take calculated risks. They enable others to draw reassurance and confidence from their confidence, and thus, when they lead, others are able to step into areas they would otherwise have been reluctant to try. Those with Self Reliance are self-aware and recognise those situations and where they may let themselves or others down. They have learned how to avoid these situations and, where they arise, they manage themselves well, position themselves to have maximum positive impact and thus retain the respect of others.
Enthusiastic Learner
This indicates a natural curiosity and love of learning about new things. Those with this ability have a natural attraction to new ideas, and they enjoy bouncing these off others and thinking laterally. They will also enjoy initiating new projects.
Proactive
Those people who are proactive like to move to action. They enjoy what they do, find it energising (rather than draining), and their determination and urgency motivates others and keeps them pressing forward. These people are frustrated by obstacles and are quick-thinking and adept at finding ways around these.
Knowing What Works!
This describes the capacity to make shrewd judgements when faced with a range of alternative ways forward. Those with strength in this area almost intuitively know the right path to take, recognise quickly what will and what will not work, and are known for their common sense and pragmatism. They can hold a number of sets of information in their head at once and use these to make decisions. Their decisions are fact-based, alternatives-driven and focused on tangible outcomes.
Reflective Leaders
These people make time to see the big picture and make sense of what is happening. They are ‘balcony thinkers’ who can see how all the parts (including the external environment) work together. They can describe their balcony view with others, so that they too can make sense of what is happening and can see their role in the grand scheme of things. These leaders are good at taking complicated ideas and putting them into language that others can make sense of.
These Dimensions and Attributes are taken from a UK Department of Trade & Industry profiling instrument “Inspired Leadership: Insight into Action” which is to be found at www.inspiredleadership.org.uk. An excellent (and free) profile is provided by The Centre for Applied Positive Psychology and generates a full and most helpful report on demand.
The format, given in detail above, lends itself to business applications within each of the four common leadership dimensions. Profile respondents, in addition, are able to assess their relative emphases and effectiveness levels from the information provided.
Whether this information is used as a decision support tool or as a developmental device, it’s both enlightening and constructive. Should you be curious about your own leadership strengths, or those of others, the profile will assist you. I’d like very much to hear of your general experience in using the tool - if you’d care to share your impressions.
Of course, there are other profiles such as:
VIA Strengths at www.authentichappiness.sas.upenn.edu Martin Seligman’s site (also free), and
Gallup StrengthsFinder http://university.gallup.com which has a fee attached /you purchase a related book.
You have little to lose by trying this out, in fact, some tangible benefits to gain. It is said that the first step to wisdom is self awareness – or if it wasn’t said, let me say it now!
I’d welcome your questions, comments and suggestions. We can all learn through dialogue and your experiences will undoubtedly gain more value when shared.
Please contact me at david@andros.org.
A Note to our Readers . . .
Previous series of articles on the topics of
- Tomorrow’s Leaders – a model for SME organizations
- The Leadership Crucible – the ‘making’ of leaders
- Leadership Characteristics – a comprehensive catalogue of leader qualities
- Succession Planning – the strategic argument, principles and strategies, and
- Managing Change – every person’s guide to painless processes
have been summarized as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us.
It is a pleasure to share ideas with you and we’d welcome your questions, suggestions and comments. They’ll assist us to refine and expand the essential value of these initiatives.
Thanks in anticipation for your participation.
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Timely Insights . . .
Credible, Appealing & Logical . . . ?
With more and more business being done remotely, written communications - emails, reports, presentations and so on - play an increasingly crucial role. What impression and impact are you creating with yours? That’s not a question that’s often asked, especially of informal written communications such as email.
In the newsletter “Mind Tools”, the lead article “The Rhetorical Triangle”, asks this question, and provides some very practical strategies to help you communicate with maximum effect.
It helps you think about your audience, yourself as writer, and the context, to ensure your communication conveys the messages and information you intended, all in a way that’s credible, appealing and logical. The primary focus is on written communications, but the same principles can be applied to verbal communications too.
Other articles published in Mind Tools in the last few weeks are "Building Self-Confidence", a popular and insightful new article with some great advice on how to prepare yourself for success; "Affinity Diagrams," which helps you organize information and ideas, such as the output from a brainstorming session, into common themes; and a “Zero Defects” article discusses the idea of getting it right first time. The regular stream of great, free-access articles continues!
Go to http://www.mindtools.com/ for a sample.
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection of frequently-asked questions.
Dear Coach:
Here’s the picture. I supervise seven people but they’re not all at my location. One person – the problem child – is located in Vancouver and I only get to see him once or twice a year. Since my last visit two months ago, he has become a real issue for me. Recently I had to read him the riot act and he didn’t like it. Now his performance is really going downhill.
I don’t want to have to fly all the way out there again so soon but I can’t let this ride for six or more months. What do you think of a disciplinary type interview by phone – could it work?
Response:
This is indeed a challenge you need to consider carefully. Difficult confrontations and conversations are even tougher when you can’t see the other person’s non-verbal (body) language.
It sounds like there’s already some ‘angst’ between you so it’s very important that you are able to monitor his full response to your message. You need to register it all - spoken messages, tone and expressions - as you proceed. If you’re already perceived as a threat this is doubly important.
So the first point is to avoid e-mail/text messaging as a channel – it removes all but the message text and a small amount of tone as reflected in the choice of words and expressions. Not only is it ineffectual, these channels are actually dangerous for such purposes, so avoid them at all costs!
A live telephone contact is the next option but it is only marginally better in communicating tone. It’s said that you can hear a smile over the phone but you need much more than this for a delicate issue such as performance coaching.
Next best choice would be a webcam contact now possible through MSN and a number of other web conferencing software programs. These offer a limited view of head and shoulders but at least you’ll have facial expressions which could be helpful. There’s often a small delay in synchronizing the audio and visual though and this can be distracting – surely the last thing you need in this situation.
A full conference link would be the preferred remote link up. If your organization offers this – fine, but if not, there are commercial services offered in most cities, and all you need is an appointment. Such services are secure and generally effective – the next best thing to being there.
If you take any of these suggested routes, you must prepare thoroughly in advance. When you’re as ready as you can be, set up a meeting where you’ll have private, uninterrupted time at both ends of the conversation. Allow enough time to cover all the points and then add some margins for unexpected diversions which are likely to occur.
Let’s start with you. You need to be focused, energized, calm and confident. For focus you have a detailed agenda of points and supportive evidence at your finger tips. In regard to energy, stand as you speak and fix your attention on some distant, general view that won’t deflect your attention.
Calmness and confidence are achieved through rehearsal and anticipation. If you can role play the conversation with a third party ahead of time, then do this. It will help you immeasurably.
As you open the meeting, you know that the first step is to make the other party feel safe or you’ll not establish the rapport needed to influence behaviour. This is a major challenge in itself, even under optimal conditions. Explain, in simple clear words, the outcome you’re looking for – your objective. Take your time; speak deliberately yet softly, and ask for understanding / confirmation.
Next, you have to describe the gap between expectations and experience in objective terms. You’ll sense when the other person is becoming defensive when the focus shifts from the issues under discussion to personal ‘realities’ and feelings. Listen / watch for choice of words, inflection, pauses, hesitations, pacing and verbal mannerisms that might suggest discomfort. If it happens, back off for a minute to let the other person accommodate the situation in their own time.
Pause frequently, especially at the beginning, to give the other person opportunities to ‘quieten’ and adjust to the emerging situation. Seek confirmation in understanding - invite questions, comments and summaries of the points you’re making. As you listen, breathe deeply, smile and affirm all points of agreement. Ask for permission to move on to other agenda items, apologize where necessary and acknowledge / give credit for valid comments / questions from the other person.
Keep your objective – the desired outcome – clear through periodic affirmation / summaries and ask the other person to confirm that they are comfortable with the pace of the discussion. At the end, state your summary of conclusions and next steps – especially specific commitments, timetables, undertakings and understandings, asking for a clear statement of agreement.
These techniques can help you make the best of a difficult process, but if you truly value your investment in this employee and also your reputation as a leader and manager, find a way to hold the meeting face-to-face. It is far better and well-worth the investment to bring him to meet you or to set up a meeting halfway. Do give this some serious consideration and use video-teleconferencing only if absolutely necessary.
Good luck!
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Commentary . . .
The Power of Passion
“Men are failures, not because they are stupid, but because they are not sufficiently impassioned"
(Struthers Burt)
I’m absolutely convinced that this was not a statement intended to fuel the flames of current controversies regarding male/female equality. Nor was it intended to be derogatory in any other respect.
It was intended, I believe, to raise the question of emotional investment in any worthy undertaking.
It’s very unfashionable, to say the least, to be overtly demonstrative, to openly display one’s emotional responses in the presence of others. Those who do so are often treated with suspicion and even disdain. Yet, as most people will readily admit, emotions are the essential element in making things happen. Without an emotional ‘surge’ many needed initiatives would die on the vine.
I recall hearing some top quality speakers at a conference earlier in my career. They were articulate, even eloquent. They were clearly knowledgeable, well informed, in touch with their audience and credible. As I reflected on the issues a few months later I realised that nothing had changed! Sure, people were still talking about the presentations, with admiration and conviction, but no one was doing anything differently.
Then I heard Stephen Lewis speak. He was likely no more eloquent that the other presenters. It’s true, he does have a way with words, he’s entertaining and he’s a master of his material, but that wasn’t the difference. Without exception, by the time he’d finished his presentation – even before – the majority of his audience were already fully and irreversibly committed to do something different. He’d moved them!
Stephen has passion. He feels very strongly about his ideas and he’s more than able to translate this emotion through his words. He tells stories – bringing to life in the minds of others the experiences he’s had. He uses colourful expressions and humour to give depth to the points he’s making – you are not able to ignore his ‘streams of consciousness’. He shares his feelings openly – you know, without a shadow of a doubt, where he stands on the issues.
His words not only make an impression, are not just memorable, they carry both sense and conviction. There’s intelligence and emotion woven inextricably together. You’re not able to separate and select those parts of his message that are comfortable for you – it’s all or nothing.
When accomplished orators have spoken, people will probably say, “That surely was a great speaker!” When the passionate orator has spoken, people will say, “Let’s go and make it happen!”
Since the purpose of communication is to make something happen, and the meaning of communication is in the response it elicits, then we have no other choice than to speak with passion.
Let’s do 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 most welcome.
Learning the hard way . . .
When I’d earned my MBA I thought I’d ‘arrived’. It wasn’t too long before I came to realise that I knew very little about business and even less about life in general. It wasn’t just that I didn’t know the answers, I didn’t even know what the questions were.
We all gather good ideas and hear about ‘best practices’. It’s hard to join in a discussion, read a magazine or newspaper these days without being bombarded with fresh thinking from someone or somewhere. But all this doesn’t make us any smarter and it definitely doesn’t make us better.
We learn by doing – this is not just the best way, it’s the only way.
Today, when I hear about an idea that has potential I immediately start thinking about how I can try it out for myself. It’s not that I have a need to prove it all over again. What I do need is to experience what it would mean to me in my reality.
When I do this, I always seem to learn more about the idea than what was given to me in the first place. Even better, I always get to learn something more about me and how I manage things in my life generally.
I learned on the Polaris Program that life isn’t about finding myself, it’s about creating myself – something that George Bernard Shaw once said, I think. Then I came to realize that new ideas are the raw material I needed to do this, but it’s not enough just to collect raw material – you have to work with it.
There was another important lesson I learned about myself – I have to be ‘inner-directed / externally aware’ if I’m going to be satisfied, successful and happy. This means I have to work with the ideas I’m given, not wait until I’m told what to do by others. Where’s the joy in that!
So thanks for getting me off my keester. It’s a pity more people in our organizations don’t come to the same conclusions. If they did, we’d all be better off!
Well that’s my opinion anyway.
Michael
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| Section 3 |
- On the Horizon |
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Opportunities & Challenges . . .
20 Leadership Lessons . . .
Each month we share a free video “Lesson of the Month”. By sharing important business lessons on film, executives communicate in the most compelling method of all: one-to-one storytelling. Contributions are edited into short, powerful, highly engaging lessons that can be applied to decision-making across the entire range of business challenges.
This month - Marilyn Carlson Nelson, Carlson Companies
During a time of crisis it is the values that underpin an organization that will become the basis for decision-making. As a leader you need to create a permanent culture of trust and communication amongst employees, customers and competitors, so that you are prepared for any such eventuality.
Remember to review the Summary, Ideas for Action and Questions to Ask. It will take you just a few moments to gain a fresh perspective – well worth the investment!
Try it – you’ll like it! https://www.50lessons.com - click on Submit.
Ask us too about a free summary of Robert R Quinn’s book “Deep Change”. It’s yours for the asking.
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Building a Culture for Virtual Teams . . .
On Monday, October 30th, I’ll be participating in a conference on Virtual Teams. The following is a copy of the summary notes for my Session together with access to the associated PowerPoint presentation.
I hope that you’ll find them useful.
VIRTUAL AND REMOTE TEAMS
Creating a Collaborative Culture
by David E C Huggins, President, Andros Consultants Ltd.
October 30th 2006
Introduction:
This short presentation is part of a series of related items all focused on the construction and management of project teams in a virtual arena. The conventional, face-to-face strategies and techniques are challenged by distance, separation, limited communication options and perhaps by cultural diversity.
The underlying premise is that project team members must be selected on the basis of their preparedness to assume greater than usual self-determination, personal reliance and resilience, as well as above-average relating skills, all of which are necessary for project success under these more sensitive and taxing circumstances.
Objectives:
The objectives of this presentation are:
- To review the vital links between Collaboration and Success
- To demonstrate how Collaboration is generated through personal Strengths
- To identify enabling strategies that will encourage personal Strengths-in-Action
The Challenges:
Deficiencies in project effectiveness and efficiencies are quickly apparent to all involved. Despite the best intentions, blame centered relationships emerge even as the project is initiated and considerable time and effort is invested in identifying and correcting problems. Project leadership / management are focused mainly on attempts to keep the project and its members from self-destructing. This detracts from the fundamental purpose of the project which is to concentrate all resources through a common objective to enhance effectiveness, synergies and to reduce inefficiencies – to create success.
The reasons are that the original construction of the project often neglects those essential resources that would assure success, namely the fullest contributions of individual members. Contribution will occur fully only when ‘competencies’ are factored by ‘personal strengths’. In simple terms, what is available in the form of cognitive capabilities (Knowledge, skills, experience, memories, etc) has to be leveraged by the emotionally-based strengths of the person (values, perceptions, beliefs and attitudes) before a full-range contribution can be expected.
It is not common for project selection to be made on the basis of personal strengths and, in fact, such are generally unknown and unrecognized in business to-date. Selection on the basis of cognitive competencies alone ignores the reality that the project can succeed only when all persons involved work collaboratively and strive to build, protect, preserve and extend interpersonal relationships through trust, respect and confidence.
Five Essential Strategies:
- Choose project members for strengths as well as cognitive competencies. This requires taking inventory;
a. www.inspiredleadership.org.uk
b. www.authentichappiness.sas.upenn.edu
c. http://university.gallup.com/content/?ci=1423
- Become Solutions/Outcome-centered as a team. This requires a shift from the traditional problem focused approach, with which we’re all familiar and comfortable, to a radically different way of looking at issues. Practical descriptions of this alternative technique can be found at
a. “The Solutions Focus” by Paul Z Jackson and Mark McKergow
b. The Simplex System http://www.basadur.com
- Use Positive Introductions at the start. Nothing has the impact of a great first impression but this is rarely accomplished when people are trapped behind their role or expertise. A useful and elegant way to reveal even shy, reticent people for what they truly are – unique individuals – is to use a simple 300 word story about them at their very best. Each member is encouraged to share this with the group on first contact and it ensures that they’ll always be known for what they truly are – a person of substance.
- Inventory and build on Strengths. It isn’t sufficient just to select people for their strengths; each of us needs encouragement and reinforcement to use those strengths continuously. Encourage the use of shared narratives. These will reveal strengths in action and suggest innovative approaches outside the realm of conventional expertise and experiences. Strengths are emotional expressions and these need to be honored as a legitimate contribution to business success. When this happens, people will put their heart and soul into their work.
- Use Strengths as strategy levers. The project context has to allow for unstructured group exchanges as well as normal issues resolution. Incentives to ‘think and act outside the box’ should be provided. Stop throwing resources at issues - rather encourage a ‘lean’ approach, especially as a first response. Solutions so derived will boost team competence and confidence. Most important of all, exploit the diversity within the team but reward and compensate them as a single entity. This may mean allowing them to allocate compensations among themselves without external interference. In this way, they will ‘own’ the project and your work as leader is significantly reduced.
Three Essential Skills:
There are three essential skill sets required by all teams, especially by virtual teams, which will surmount the majority of problem issues. These are:
- The Art of Using Questions. All too often difficulties arise because the language used in routine communications induces anxiety, defensiveness and/or resentment without intent. Question technique will frequently serve to avoid such unfortunate misconstruances. Admittedly the blunt question “Why?” will cause defensiveness, but not if expressed as “Help me to understand your intention when . . .” Most other question forms will increase rather than diminish the dignity of others. When non-verbal cues are reduced (telephone and e-mail contacts) this is particularly important.
- Adopt a Solutions Focus. Those looking for solutions, versus those seeking to define the causes of problems, will be more constructive in approach, more open-minded and more resilient – all of which will make the project process smoother and richer. Solutions focus reduces the tendency to assign blame, defend positions, justify actions, cover one’s anatomy and similar. It also encourages the exploration of alternatives, innovative thinking, reasoned experimentation and risk taking. It needs to be formally adopted, encouraged, rewarded and even enforced though. It may be common sense but it is not common practice on most projects.
- Appreciation and Gratitude. An insistence on courteous, respectful behaviors among project members is not just good manners, it’s good business. So much time and goodwill is lost for the want of a simple ‘please’ or ‘thank you’ and this can mean the difference between project success and failure. Good manners are not particularly fashionable in today’s volatile world but they contribute so much to sound, enduring interpersonal relationships upon which project success depends. Revolutionary techniques such as asking each person to express their appreciation for something they’ve experienced at the hands of another team member during each meeting, review session or forum, will go a long way.
Thank you for the opportunity to share some ideas. If I can assist you further in any way, please contact me at david@andros.org / 519 766-1178 / 416 254-4167.
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Your Development
How well are you doing with your personal development? Will you be ready for the opportunities and challenges that tomorrow will undoubtedly bring?
Would you like some help with
- professional / objective assessment?
- ongoing self development?
- personal, one-on-one coaching
We have a talent for bringing out the very best in people. We help them to focus, to build self and general confidence based on committed results and we contribute to competence and resiliency.
We are Polaris – the finest self-navigation program for emerging leaders / managers. You can reach us at info@polarisprogram.com or by calling (519) 766-1178 anytime.
Perhaps Polaris would be the right program for you? We’d welcome the opportunity to demonstrate this powerful program and to contribute to the strengthening of your profile and/or management team.
Please contact us for details.
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Reach Out!
Harness the power of a sparkling new thought every week. By subscribing to our "Reach Out" service you'll receive a short, high impact, motivating and often provocative quotation every Tuesday morning. It will lend focus to your week, stimulation for your thinking, insights into your whole life and perhaps even solace for your soul.
Best of all, it's free! Take a moment for yourself and make room for a little refreshment.
http://www.reachoutdirectory.com
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| Section 4 |
- Secure Site |
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A New Polaris Program . . .
will begin on October 25th/26th, 2006.
There are a very few openings for this leading-edge personal development program which is winning plaudits across the board. Please call us for details of qualifications required and registration processes.
Polaris participants are invited to use their assigned usernames and passwords to access the extended curriculum and knowledge base at http://www.polarisprogram.com/members.php
Review Sessions . . .
Polaris program participants are invited to review the modules for
Work Out 6
- Personal Organization – Personal Branding & Profiling
- Obstacles & Setbacks – Assertiveness and Conflict Management
- Integrity & Ethics – Codes and Transparency
Preparatory assignments . . .
Work Out 7(November 1st)
- preparatory materials are on the web site and have also been sent by e-mail. The agenda for this session will comprise:
- Personal Organization – Schedules and Priorities
- Obstacles & Setbacks – Principled Negotiation
- Integrity & Ethics – Affirming Authenticity
Please set time aside for your preparatory work, and call your coach with any questions and comments.
Use your RED time well!
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Be kind to yourself - and to someone else! |
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Stay well, live long and prosper.
David Huggins and Amanda Levy
Andros Consultants Limited
http://www.andros.org
Helping individuals and organizations be their best
http://www.ebooks4business.ca
Distinctive business books for the discerning mind
http://www.polarisprogram.com
Realizing tomorrow's potential - today!
Shameless Marketing Tip:
With close to thirty years of experience in identifying and resolving
professional and business issues, we've developed a wealth
of expertise that could benefit you. An exploratory consultation
carries no obligation. Let's talk! Contact us at info@andros.org
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Contact us to learn more.
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