October 2007
The developmental digest for emerging leader/managers devoted to growth and excellence
CONTENTS:	Section 1 - Topical Topics   - Leadership Opportunities . . .   - Timely Insights Section 2 - Talk Back   - Dear Coach   - Commentary   - A Point of View Section 3 - On the Horizon   - Opportunities and Challenges   - Reach Out
Section 1	- Topical Topics
	Leadership Opportunities . . . Over past issues we’ve critically examined the roles, the credentials and the strategies that are peculiar to the leadership role. Now it’s time to explore some of the opportunities that people in leadership roles possess that could make profound differences in the lives of those they lead. This means we’re comparing and contrasting how a leadership perspective can add unique and substantial value to some ordinary and familiar undertakings. This month our focus is on the vital topic of problem solving – finding the value-added solutions to a myriad of challenges . . . It’s for the birds . . . I seem to draw on my military experiences fairly frequently whenever I search for an illustrative story. This month is no exception and it isn’t really surprising since my years in the military were among my most formative, hence impressionable. My life experiences were definitely diverse and different then. Allow me this entertaining narrative for it’s very relevant and insightful. My final assignment on active service was as Station Regiment Officer (SRO) on an airbase, home to two fighter squadrons and a special aircraft evaluation group. The latter was a tri-partite unit which was assessing the Kestrel jump-jet (The Hawker Siddley P1127) – later styled as the Harrier. As SRO I wore a number of ‘hats’, one important one being that of Aircraft Crash / Rescue Officer. The security and safety of aircraft and crews was my essential responsibility, especially because of the Evaluation Squadron with its RAF, USAF and Bundes Luftwaffe compliment. On top of it all, I’d arrived just in time to confront a major safety crisis – bird strikes! You cannot begin to imagine the damage impact of a small one/two pound bundle of bone and feathers hitting an aircraft at speeds in excess of 400 knots. The bird will penetrate metal and two-inches of laminated Perspex with enough force to decapitate the pilot. One bird ingested by an engine intake will completely destroy that engine in less than five seconds – the P1127 had massive intakes! The ‘brass’ were understandably worried and had been experimenting, at great expense, to drive the hapless suicidal birds away from the airfield. This was a challenge as the airfield was less than fifteen miles from the North Sea and the birds would come inshore frequently for food and shelter. Among my first tasks was to compose a status report with recommendations on the ultimate experiment – broadcasting the distress calls of various gull species from a tape recorder mounted on a fire tender as it circled the airfield every twenty minutes. The crews were not impressed with this duty and attracted quite a few less-than-complimentary epithets along the way. You can guess too how the birds responded – the first few times they’d dutifully flown off, only to return within minutes. Finally, they didn’t even bother to do that! My men were humiliated and frustrated beyond belief. I called the fire crews together and requested feed back and impressions. There was a resentful, stony silence, punctuated only by a few graphic suggestions as to what Air Ministry scientists could do with the bulky tape player units. It wasn’t a productive meeting and, despondently, I returned to my office to create some ‘fairy tale’ report which I hoped would get the brass off our backs. We’d given up all hope that the birds would cooperate and leave us alone. As I sat, chewing on my pen with my mind totally devoid of inspiration, the ‘phone rang. “Sir, this is LAC McKillop. I didn’t want to say anything in front of the other men because I’m new here. It wouldn’t have been right, Sir.” “Yes, MacKillop,” I replied peevishly, “what is it you want to say?” “Well, Sir, you see I was raised on a farm north of Inverness (in Scotland), and we used to have problems with the birds, Sir. They would settle in the fields and eat all the seed and young shoots. It was a real problem, Sir” “That must have been a nuisance, MacKillop, but what’s your point?” “Well you see, Sir, the birds stopped coming after a while” “I suppose they had eaten all the seeds” “Oh no, Sir, nothing like that. They stopped coming because the wheat had gotten tall, Sir!” “I’m not sure I understand . . .” “They stopped coming because they couldn’t see the weasels and stoats in the tall wheat, Sir. It was dangerous for them to settle and feed when they couldn’t see their enemies, Sir” Bingo! That was the answer. We’d spent a mint trying to scare the birds away when we should have been dissuading them from coming in the first place. On top of that we were paying a small fortune to keep the airfield grass short, military fashion, when we should have been allowing it to grow four to six inches high – an ideal hiding place for hungry predators. Long grass didn’t interfere with aircraft operation in any way, although I dare say it likely offended a few military minds. The ‘blinding’ insight . . . Leading Aircraftman MacKillop’s brilliant observation wasn’t fortuitous. He had a talent for practical problem solving that led to his eventual promotion to Corporal. It wasn’t because he was smarter than the rest, but because he looked at problems in a different way. In fact, he didn’t see them as problems at all; he saw them only as desired solutions. Because of this, he tended to ask himself different questions as he addressed the challenges, questions that were easier to answer. In the case above, instead of asking himself, “How do we get rid of the pesky birds?” he had asked “When is it that the birds don’t come?” Immediately, as he imagined a bird-free area, he knew the answer. Not only was this an easier way to deal with the challenge, it was likely a more positive and pleasant undertaking. We know that, in business strategy settings, those who adopt positively framed lead-in questions will generally find they have higher quality options to consider. Simply focusing on the desired solution isn’t all that’s needed, although it is very important. After all, if you don’t know where you want to go, how would you ever know that you’d arrived? I like Stephen Covey’s advice of ‘starting with the end in mind’; a clear view of your destination is more than a guide, it’s actually motivating along the way. My gangling farmer-turned-firefighter also had a way of seeing the relationships between the elements of a situation. For sure, he could see the ‘dots’ just like the rest of us, but he could see more than this – the lines of all possible connections. He was truly one of the first people I ever met who could think outside of the box – intuitively. He credited this to his experiences fixing farm machinery in the field. “It’s amazing what you can do with some imagination and a wee bit o’ baling wire!” he’d say. Most of all, he was an advocate of the unexpected. He actually looked for improbable solutions, things never tried before, weird combinations and unusual propositions. He never, to my knowledge, turned down any suggestion, but rather he’d suck on his lower lip and cogitate. He used the ideas from everyone to find the effective synthesis. After just a few moments he’d suggest something quite unexpected, and sure enough, it would be precisely what was needed. I recall one incident well. MacKillop was assisting with an Air Cadet Camp program. Very late one evening, returning from a field exercise with twenty young cadets, the transport had broken down more than ten miles from the base. There was no means of contact – telephones were a rarity in that part of the country. Rather than have the tired and hungry cadets walk back in heavy rain or spend the night in a crowded truck, MacKillop found a local farmer, an ‘old soldier, and prevailed on him to hitch his tractor to the truck and tow it back to the airfield. They arrived safe, dry and triumphant an hour later than expected but ready to celebrate with hot chocolate and to toast the gallant farmer. It doesn’t sound like much – until you put yourself in the position of one of the young cadets or of that farmer, an old soldier who likely retold the story many times. New friends were made that night. The Leader’s perspective . . . A leader is one who focuses desires resident in others and facilitates the creation of a sustainable new reality. MacKillop was usually focused on the desires of others and he never lacked for imagination. He was the man you wanted to have around whenever there was a problem. He acted more like an orchestra conductor than a virtuosi player; he didn’t need the lime-light, just the satisfaction of helping others to find solutions. To do this, he began inevitably with defining the successful outcome that all would embrace. Then he just collected ideas and suggestions that would move everyone towards the desired outcome. I observed that all would participate in the process and he was actually ‘invisible’ most of the time. It’s really tempting to lead from the front – the charismatic approach – where the leader alone develops needed solutions to challenges. The problem is that such imposed solutions have to be sold to others – easy to do when the solutions work as intended, impossible when they do not. Even when they are successful, there’s no real sense of involvement for those affected and very little satisfaction. This may mean that others are not keen for a repeat performance for there’s too little to be gained and often much to lose. Good leaders build relationships with others, both at the cerebral and emotional levels, and this is greatly assisted by participation and mutual commitment The bottom line . . . The leader’s job is not to provide answers, to be the accredited expert in the field or to impose solutions upon others. Rather it is to assist with the creation of success – as an image or vision in the minds of others and then to help unfold the solution as it emerges. Effective leaders work with both ideas and feelings, if only because it’s the latter that will induce action. Confidence and trust, essential commodities for any leader, is built and strengthened through shared activities and mutual appreciation. Respect is reflected in respect! The leader as problem solver is solutions-focused, sensitive to the ideas and feelings of those involved and relationship-centered. What should you be doing about this? 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 . . . Influence Issues . . . VitalSmarts, originators of “Crucial Conversations” recently conducted a short survey to ask about the most pressing influence questions and concerns among practicing managers. They received more than 300 questions! After culling out the four most common questions, they’re now able to present the answers in a few short audio interviews. Just click on one of the questions below to hear the answer. How can I, as a leader, influence the behavior of those in my organization? (3:17) How I can positively influence people who are higher up in the company than I am? (4:23) How can I influence others to change when they don't think they need to? (4:19) What is the most important, but least used, skill for effectively influencing others? (4:00) If you like what you hear, then I'd encourage you to learn more by attending an upcoming Influencer LIVE! event. Joseph Grenny, Coauthor, is in the middle of a 20-city speaking tour to share with others the profound influence strategies from a brand-new New York Times bestseller, “Influencer: The Power to Change Anything” He'd love to meet you and have a chance to talk face-to-face. So what are you waiting for?! REGISTER TODAY Leadership Networking . . . Relate, Collaborate, and Get Things Done – this can be learned How do relationships and networks affect your role as a leader? Effective relationships allow leaders to accomplish more than they can alone. So what can you do to build and improve relationships at work? Here are ten behaviors that will make a difference. Choose the positive. Good relationships are based on handling problems in a positive way. Avoid creating adversarial relationships or alienating others. Be a diplomat. Negotiating, giving feedback, sharing news and making decisions all require good timing and common sense. Be mindful of the whole picture and make your point at the most appropriate time. Find common ground. Shared goals, similar challenges or areas of agreement are great starting points for accomplishing work and building relationships. Work to find common ground when dealing with conflict or complexity. Keep cool. Can you handle an unfair attack from peers with poise? Are you steady when tensions are high? Keep your cool and avoid being defensive or counter-attacking. Avoid isolation. Don't limit your associations and relationships. Learn to relate to all kinds of individuals tactfully, from shop floor to top executives. Find ways to talk with everyone. Expand your view. Strive to understand others' perspectives and needs; hold judgments. Listen. Active listening is essential. Listen carefully to different peoples' needs at all levels in the organization - both when things are going well and when they are not. Share information. Communicate well and communicate often. Keep people informed of future changes that may impact them. Don’t hoard information – it will bite you! Involve others. Encourage direct reports to share ideas and information. Involve others in the beginning stages of an initiative or decision. Work to gain commitment of others before implementing changes. Be realistic. Recognize that every decision has conflicting interests and constituencies. Good relationships won't prevent conflict or disagreement. However, with strong relationships, you can work through challenges from a platform of cooperation, trust and respect.
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Section 2	- Talk Back
	Coach's Corner . . . A selection of frequently-asked questions. Dear Coach, Normally, I’m a pretty cool person in the sense that I don’t get rattled or lose it too easily. In a very recent meeting though, I came very close to committing murder. Another manager made a direct and totally unjustified accusation against me because I’d made a decision she didn’t like. She did it publicly and in such a way that if I’d responded I think I would have been seen as over-the-top defensive or it would have been a blood bath. I didn’t respond other than to say as firmly as I could, “That’s absolutely not true!” and then I walked away. Twenty-four hours later, I’m still mad and I don’t know how I should handle her or the situation. Response: Well done – not responding to an outright attack in public is usually the mature way to go. The alternative – dropping to the level of your adversary – is a no-win proposition. You need to keep to the high ground when and wherever possible, especially when feathers threaten to fly. There are two situations here though that will now need your attention. Firstly, do you need to have a crucial confrontation with the other manager? If so, apply the CPR formula (Are there Consequences? Is this part of a Pattern? Is a fundamental Relationship in jeopardy?) Secondly, how can you deal with the residual feelings that will possibly spark yet another incident if left unattended? For the first task, your analysis is better made with a cool head – something you appear to value. You already know the drill – master your stories as you gather the facts and sort through the resulting emotions. Use the facts to define expectations, experience and the gap between them. When you’ve chosen a safe place and time, hold the vital conversation with a view to creating a better understanding and relationship. Let’s look at the other issue – your lingering feelings. There could be several reasons for your colleague’s outburst and they could be completely unrelated to her unfortunate action involving you. You may well have been the recipient of her spleen as a result of previous, unrelated events. While she might have misinterpreted your decision as mal-intended, it’s also possible that she was recovering from a previous major disappointment or stressful experience. She may have had a negative experience just prior to the meeting and you were perceived to be a continuance. She just might be incapable of curbing her own anger or disappointments. She might be pure evil personified, as you possibly believe right now, but this is unlikely. She might just be selfish, a milder form of villainous, but the chances are that she wasn’t abusive just to hurt you or make you suffer. If you do believe she has this motivation, you’ll experience strong feelings of anger and resentment. She will be totally at fault – and you will be a victim! Feelings like this will feed the residual resentment you’re feeling today; and you’re the only one who can deal with them. You’ll need to tame your emotions. Do you recall the test of reasonableness? “Why would any reasonably, rational and decent person act in this way?” Why would a colleague suddenly attack me in such a destructive manner? Perhaps it was for any of the reasons given above. The real answer is, we simply don’t know, so why would we assume the worst? We have to challenge victim stories. Is it possible that we are ignoring facts which are unfavourable to our victim interpretation? Might we have played a more active role than we’re admitting? Was it done in a non-verbal way, perhaps? Had we made life more difficult than it needed to be for the other person? Did we invite the attack by assuming a victim’s posture? If we can see our role, not as victim, but as an actor, we’ll have considerably more influence and leverage. As our victim stories change to questions of involvement, emotions will change from anger and resentment to curiosity and even to concern. By mastering our stories we have mastered our emotions. Now ask yourself, what you really want from this situation. Do you want to restore relationships, re-address the balance, protect yourself by setting acceptable boundaries, or learn from the experience and move on? What’s the first step you could take right now to achieve your purpose? If you are indeed cool and under no misapprehensions, take that first step now. There are no ‘silver bullets’ or easy fixes for complex situations like these. What is certain is that the solutions, more often than not, lie within us. Where emotions are the crux of the matter, we are usually doing it to ourselves. But then we have the answer too. I hope this helps.
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	Commentary . . . To Boldly Go . . . I’ve been most impressed by the work of Dr Margaret Wheatley who did such great work on understanding and explaining the role of chaos in organizations. She has authored a recent book, “Finding Our Way: Leadership for an Uncertain Time” which is well-worth reading. In her extensive work with senior executives and her involvement with large-scale change over the past twenty or more years, she has been alerted to a shift in fundamental confidence and comfort levels. The pressures of misplaced governance directives, emphasizing quarterly earnings and, thereby, generating a whole new species of CEOs of the Enron and World.Com type; and the tremendous physical, emotional and psychological shock of 9/11, and terrorism on a global scale, have contributed to fear among business executives at an unprecedented level. As a result leaders, who had once demonstrated a clear understanding of participative management, essential quality attitudes, the value of innovation and other enlightened practices, began to “pull in their horns”. External pressures have increased dramatically and time and flexibility are reduced. Executive leaders are caged, oppressed and exhausted. They now demand quick results and flawless execution; there’s little or no time for learning and development. Who, in the face of this, would be prepared to be fearless? Who would take a stand on behalf of quality and other values? Who would assert the importance of engaging personal strengths, learning and developing positive work culture? And if they did, would it make a difference? When fear sets in and risk increases, too many leaders revert to command and control. The impact of technology, globalization and instant/constant communication exacerbates this. There’s no time to think; no time to learn from experiences. If results are lacking, just intensify the pace. For those in project management and people resources these time-compression tactics will lead inevitably to failure. Dr Wheatley argues for ‘islands of hope’ within the organization. Find people who are interested in change and encourage them to do whatever they can – don’t wait for people at the top – just act within their own domain. This makes good sense. There’s only one way to cope with an uncertain future – together! Instead of clamping down on our people, we need to engage them, to deploy their singular talents (competencies and strengths together). We have to harness their energies to a clear and compelling common purpose, to share the burden of leadership among all levels of the organization, to look out for one another’s interests, to adapt and grow as an entity. To be fearless is to face the reality of the situation, to recognize realistic options (avoiding delusion) and then to act together despite the risk and uncertainty. Courage, as I learned in the military, is not being without fear; it’s being afraid and taking action anyway. Fearlessness also requires that we know ourselves. We have to know our potential contributions as well as those of our colleagues. This means that we should invest time in relationship building, in learning and experimenting together, in opening our minds to embrace trust and mutual confidence. This cannot happen while we attempt to work like broiling hens in a battery! Grow the individuals and the organization cannot help but grow too. Fearlessness and courage are also required before we can face other self-limiting delusions and open our minds to greater truths. There is a need to accept that there’s a larger scale principle involved here, above the technologically-driven belief that materialism is a viable end in itself. We are ‘richer’ in terms of iPods and fast cars, but people are dying in substantial numbers as we all pursue these material goals. Look at global migration – in search of a better life. Consider the rivalries among ideologies and creeds – and the resultant intolerance of differences. Look at the price we are paying as we exploit natural resources with no longer-tern sustainable initiatives for replacing them. We are heading down the wrong track! We have to stop and turn around. We need to recognize the true values in what we want, what we do and what we see in others. This will not make us popular, nor will it enrich us in current currencies. It may mean, however, that we will have a better future we can share and that the fear will go away. What can you do? Create an island of hope within your present sphere of influence. Think about what is really valuable in the grander scheme of things. Share this with other like-minded souls. Find enough courage to take the first small step towards a dignified, desirable future. Think about it!
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	A Point of View . . . This section is a Guest Column. Those with different and interesting viewpoints are invited to state a case on a related topic. Articles are most welcome. Stepping Out . . . Exiting a company should give one pause for reflection and if it doesn’t, one might not be handling it well. As leaders we influence others. Consequently when it is time to move on, we’d better believe that those around us are going to feel the weight of the change. One such moment arrived for me when I decided to leave this company I’ve been a part of for more than a decade. In the weeks leading up to my departure, I’ve come to realize my staff members and other colleagues require more than just the residue of good feelings. They also require re-assurance and an understanding of how this unanticipated change is likely to impact them and their operations. As a wise person once said to me, “all events are neutral” – it’s people’s perceptions which will determine whether they are good or bad. Clearly, it would be irresponsible to leave those perceptions to chance because in many organizations they have a tendency to develop a ‘life’ of their own – to gather steam and perhaps to become twisted. Naturally, most people will form their own conclusions as to why someone is leaving. In reality the person may have spent weeks contemplating the best course of action and its rationale. Just as organizations can outgrow individuals, so individuals can outgrow organizations. Also, on many occasions the focus is on the actual decision and on implementing the change with little thought being given to the social and cultural impact on the organization. An employee losing a boss might perceive his/her political or social power as waning and this may cause him/her to ‘jump ship’ or to establish new allegiances which will then impact how things get done. Organizations are social entities and a key departure creates a ripple throughout the otherwise smooth fabric. No matter how non-influential or inconsequential the departing person might seem to be, the group’s dynamics can be significantly affected. Just like any other organizational change this event must be managed. So, not only must I ensure that those who are most impacted are re-assured and encouraged but those to whom I report will need to do so as well. The next time a key employee is leaving, try viewing the situation through this lens. You might be interested in what you find . . . ! Bardhonia Harding
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Section 3	- On the Horizon
	The Positive Workplace People don't leave their companies - they leave their managers. Buckingham & Coffman It's been reported that fully 80% of those surveyed explained their departure this way. Wow! That's a pretty sobering thought at the best of times. Can you imagine what that must do to a first-time manager? It almost makes one wonder why anyone would take on such a role and responsibility. Would it be too self-serving to say that 'a positive workplace' might have helped? Because it certainly would. So what is a positive workplace?, you ask. Well, let me put it to you this way: A positive workplace is one in which individuals flourish - and the organization thrives. It's where confidence, competence and connectedness come together to create contribution. And what the heck does that all mean? you ask. Bottom line - most of us simply want to be happy...... whether we’re at work, or at home; and happiness, for most of us, comes when we make a difference – a contribution. So, contribution is about making a difference, by being our best, doing our best. And yet while that all starts within the individual, I’d suggest that the person who has the greatest influence on the workplace itself is, in fact, the manager. Think about it. The managers' role is to get results through others - right? The question then is -- how do they do that? By making those others successful! May I ask you, how many managers have you had who have made you successful? And when they did, did you want to stick with them? Emulate them? What was it that made that manager so special? Just for a moment, put yourself in the shoes of an employee who’s faced with a new manager. What's most important to you at this time? Is it really and simply a question of liking that person? I remember, all too well, those periods in my life when I was faced with a new boss. Frankly, while I wanted to know if I would come to trust and respect them, my immediate interests were perhaps more basic - and potentially more profound. I was looking for .... I was needing * Safety first I wanted to know that he or she would do me no harm. That I could be me. * Security No surprises, please! I wanted to be able to predict my boss’s actions. And I wanted there to be no confusion, nor partiality. More than that even, I wanted to know that my boss would be there for me; supporting me when needed and championing my progress. * Respect I needed it to go both ways – ie, between me and my boss, and between my boss and me. Would there be recognition of and responses to our particular individual perspectives and contributions. * Engagement Would there be enough authentic alignment, both in purpose and process - for me to get excited enough to get out of bed on those dark mornings and to add substantial value! Sounds simple. And it is simple. But is it easy? Especially for a new manager? For any manager, in fact. In my experience, those managers who fully and successfully engaged me were those who were authentic. They were very self aware, and they knew their strengths and capabilities. They were transparent; there were no hidden agenda. They had vision – something with which I could align myself – and these sparked my enthusiasm and drew on my talents. But that was just me? How about you? And today, as a manager . . . look at your current team, relationship by relationship. Does each individual feel safe? Will they stretch themselves? Bring up the ‘tough stuff’? Do they feel secure in stepping out and up? Are they comfortable ‘outside the box’? Will they experiment? Make creative mistakes? Or are they holding back, uncertain of your response - reaction? Are the differences that each of you brings to the relationship respected, honoured and embraced? Is there collaboration with you and others? Initiations? Volunteering? Is there synergy between you? Are you truly collaborative, boldly reaching out together to achieve all that is possible? These are the essence of the Positive WorkPlace, as well as the foundation of Polaris – the perspective and principles of our year-long coaching program for emerging leaders and managers. Over the next few months we'll take a closer look at the Positive WorkPlace through the eyes of the emerging leader/manager. We’ll get into the ‘how’ of it all. We’ll explore concepts and strategies for enhancing confidence, competence and connectedness - yours and others' - to create engagement and contribution. We’ll also consider how managers might be (and what they might do) to build enduring and mutually beneficial relationships – for the individual, the team and the organization. Until next month - Amanda http://www.positiveworkplace.com
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	Opportunities & Challenges . . . 20 Leadership Lessons . . . 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. Try it – you’ll like it! http://www.50lessons.com/welcome.asp?trailer=y Remember to review the lesson 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! Ask us too about a summary extract of Robert R Quinn’s book “Deep Change”. It’s yours for the asking. 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. There’s a new program beginning in December. Please contact us for details.
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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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