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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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A Leader’s Temperament . . .
Over the past few issues we’ve been focusing on the construction of a template for leaders. We’ve looked at Mindset (September) and Strengths (October), and before that, in July/August, we’d considered some of the leader’s leveraging tools. In this issue, I’d like to share some thoughts on the leader’s temperamental profile – a ‘snapshot’ of where the leader is at any given point in time.
I remember when - way back - I was studying sub-atomic physics, trying to master the concept known as the Heisenberg Principle. Briefly it contends that “The more precisely the position is determined, the less precisely the momentum is known in this instant, and vice versa” -- Heisenberg, Uncertainty Paper, (1927). In other words, for any sub-atomic particle, we cannot know both the exact position and precise momentum at one and the same time.
What has this to do with leadership? Allow me to offer a hypothesis – with regard to any individual’s leadership capabilities, we cannot know present effectiveness (position) and future potential (momentum) at the same time with any certainty. This could explain a great deal about how our current understanding of overall leadership capabilities can ‘come off the rails’ so unexpectedly and often.
Perhaps leadership is entirely situational – that is, it depends totally on the coalition of innumerable external variables which are too complex to control. Hence, sometimes it works – sometimes it doesn’t. But then some people seem to have a predisposition for leadership and are able to practice it more readily, efficiently and effectively than others. So, it likely isn’t determined solely by external factors.
On the other hand, almost everyone with any maturity (life experience) has responded well to the call to provide leadership at some point or another. So, if then, why not now? A person can find him/herself in practically identical circumstances and be able to respond to a ‘call’ successfully in one situation only to fail to respond in another. What would explain these apparent paradoxes?
Here’s a proposition for your consideration. Might it be that we are constantly ‘in flux’ at the temperament level? Internal and external challenges can easily throw us off balance at various times in our life. In this way we would experience varying degrees of temperamental stability, being internally ‘consistent’ at some points and relatively inconsistent at others. We recognize that we will continually strive for balance, this being the most natural or comfortable condition.
When we are in balance, that is ‘consistent’, we’re able to respond to external leadership demands with greater effectiveness and resiliency. Alternatively, when we are less well balanced, we’re engaging so much energy in our attempt to regain balance – the desired state – that we have little to invest in others.
The central idea here is that we strive to be in balance or ‘grounded’ – that is, able to interpret the external world with the highest degree of resiliency, and hence with more options. This is being ‘consistent’! It’s quite separate from the potential extent of our energies, or of our knowledge, skills and aptitudes, and much more to do with the so-called ‘soft’ side – values-in-action, beliefs, perceptions and the composite Strengths that ensue.
This would be easy to verify. Profiling tools that define temperamental balance, eg Bar-On’s EQ-i, Goleman’s Emotional Competence Inventory (ECI) and the MSCEIT profile by Mayer, Salovey and Caruso, can all be used to determine the current level of temperamental balance for any individual. Let’s take a closer look at one of these – the Bar-On EQ-i.
The term Emotional Quotient (EQ) relates, as with Intelligence Quotient (IQ), to how any individual scores compared to others of the same gender and age group. The nominal score is 100 which is a median score for that quotient. So, if you score 100 you’re ‘average’; less than this and you’re ‘below average’ and more, you’re ‘above average’. This is simple, but relatively meaningless – it doesn’t offer much in the way of constructive guidance, support or comfort.
What is meaningful is that the total score in the Bar-On EQ-i is a composite of five separate factors – Intrapersonal; Interpersonal; Stress; Adaptability; and General Disposition. Each of these factors is further divided into sub-factors or dimensions ranging from two through six for a total of fifteen dimensions. Two graphical profiles are presented that show the individual factor and dimensional scores in a highly visible way.
At this point, it’s important to recognize that the EQ-i profile is a dynamic indication – that is it changes quite readily to reflect the current perspectives or temperament of the individual. Also, constructive attention paid to any single dimension will probably result in visible changes to that and associated dimensions.
Therefore, the EQ-i clearly shows when an individual is ‘off-balance’ - some scores are accentuated or emphasized and others are de-accentuated or de-emphasized. These imbalances lead to distortions in behaviors.
Consider the Bar–On EQ-i Intrapersonal group as an example. The dimensions are:
Intrapersonal
- Self Regard – the ability to look at and understand, respect and accept oneself, accepting one’s perceived positive and negative aspects as well as one’s possibilities and limitations
- Emotional Self Awareness – the ability to recognize and understand one’s feelings and emotions, to differentiate between them and know what causes them and why.
- Assertiveness – the ability to express feelings, beliefs and thoughts, and to defend one’s rights in a non-destructive way.
- Independence – the ability to be self-reliant and self-directed in one’s thinking and actions and to be free of emotional dependencies; these people may ask for and consider the advice of others but they rarely depend on others to make important decisions or to do things for them.
- Self Actualization – the ability to realize one’s potential capacities and to strive to do that which one wants to do and enjoys doing; to live up to one’s fullest potentials and be all one can be.
A definite ‘trigger’ point in this group is Emotional Self Awareness (ESA). Should this dimension be significantly lower than the individual’s mean or mode scores for the group there’s a good possibility that the person is either suppressing or denying their feelings – hardly a healthy sign.
Similarly, relatively lower scores in Assertiveness and/or Independence could indicate a present short-term concern, while the same indication in Self Regard and/or Self Actualization may suggest deeper or longer-term issues. Either way, there’s a definite possibility of a distractive problem.
The Interpersonal group likewise can offer some insights:
Interpersonal
- Empathy – the ability to be attentive to, understand and appreciate the feelings of another; being able to ‘read’ others competently and spontaneously at an emotional level.
- Social Responsibility – the ability to demonstrate oneself as a cooperative, contributing and constructive member of one’s social group; to assume responsibility for the welfare of others.
- Interpersonal Relationships – the ‘in-the-moment’ ability to establish and maintain mutually satisfying relationships characterized by intimacy and the giving and receiving of affection.
Leaders need a balanced profile with both current and future consideration. The first two dimensions are longer-term in impact while the third focuses on more immediate behaviors.
Empathy is often reserved for one-on-one relationships and Social Responsibility reflects one-on-group / society concerns. De-emphasis of any of the three dimensions would be a concern particularly if no clear or deliberate attempt is being made to adjust the underlying perceptions and behaviors.
The other groups measured by the Bar-On EQ-i are also revelatory - namely
Adaptability
- Reality Testing – the ability to assess the correspondence between what is experienced (the subjective) and what in reality exists (the objective).
- Flexibility – the ability to adjust and sustain one’s emotions, thoughts and behaviors to changing situations and conditions.
- Problem Solving – the ability to identify and define problems accurately as well as to generate and implement practical and potentially effective solutions.
Stress Management
- Stress Tolerance –the ability to withstand adverse events and stressful situations by actively and confidently coping with stressors and resultant stresses without falling apart.
- Impulse Control – the ability to resist or delay an impulse, drive or temptation to act; to be able to defer immediate gratification.
General Mood
- Optimism – the ability to look at the brighter side of life and to maintain a positive attitude even in the face of ambiguity and/or adversity.
- Happiness – the ability to feel satisfied with one’s life, to enjoy oneself and being with others; to have spontaneous fun.
The mean or aggregate scores are not nearly as important as is the relative consistency of all scores. Low scores, relative to other scores in the same group, are a possible indicator of concern for leadership effectiveness. For our immediate purposes, we’re seeking definite consistency among all dimensions and groups as the ‘ideal’ profile.
Remember that an EQ-i profile is subject to change since the temperament factors that it displays serve much like shock absorbers on a car, fluctuating with every bump in life (albeit a little more slowly!). The recommended application is to take a fresh profile regularly, say every six months in times of change and annually when life is more ‘regular’, and then to track the trends over time.
However EQ profiling is particularly useful when making high-impact decisions, those which are irreversible or pivotal. If you are monitoring your own performance over time you will surely detect those events/conditions that have the greatest impact on your personal stability. This will assist with predictions.
If your current profile shows a consistent pattern – all groups and dimensions are approximately equal – this is likely a good time for you to extend your leadership contributions. Should it be out-of-balance, the simple fact of your awareness will help, but it’s possible to devise and implement strategies that will adjust for any apparent shortfalls.
Returning to the Heisenberg Principle, it’s now much clearer why our temperament / perceptions can change with prevailing circumstances and fail to indicate our true leadership potential. Only by tracking EQ over time, or comparing / contrasting results with other types of profiles, can the true picture be known and acted upon with confidence.
Truly this is a valuable insight when critical decisions have to be made.
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.
Please contact me at david@andros.org.
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Timely Insights . . .
Does your conversation sparkle with bright ideas?
As winter creeps up on us it’s easy to get stuck in a seasonal slump when it comes to fresh ideas. Here are some tips to keep your creative genius shining brightly during the darker months.
Go for quantity before quality
"The best way to have good ideas is to have lots of ideas" advised Linus Pauling. He's right.
Don't judge yet
Instead of finding faults keep the ideas flowing. Leave critical evaluation until last.
Turn your ideas upside down
For each thought think of as many opposites as you can. This is how life insurance that pays out when you are alive was invented - as was stuffed crust pizza.
Get into someone else's head
Consider the problem from a different perspective. What would Madonna do in this situation? or a school teacher?
Know your place
Whether it’s a quiet walk or a noisy restaurant – go where you’ve been able to think freely in the past.
Take note
Write out all your ideas as soon as you think of them. Otherwise, like a dream when you wake up, they may be lost forever.
To unveil more creative ideas explore the workouts available in the 'Clever thinking' section here.
Purpose makes perfect . . .
The world's most successful companies have discovered that to maximize the effect of corporate innovations, they must first identify an overarching framework or purpose for internal innovations.
This conclusion is backed by a Booz Allen Hamilton study of 1,000 corporations, which showed little correlation between R&D spending and corporate success. Without a clear strategy -- from Microsoft's vision of installing Windows software on all the world's computers to Toyota's quest to create the perfect automobile -- it's difficult to succeed regardless of how much money is set aside for innovation.
In an article, excerpted from the book Purpose: The Starting Point of Great Companies, author Nikos Mourkogiannis argues that purpose helps leaders improve the quality of innovation and counter the natural risk aversion that large companies have to it.
To read the full analysis: www.strategy-business.com/
Business Balls . . .
A good friend has just alerted me to a veritable treasure chest of tremendous ideas and resources for organizational and personal development. There are free materials, articles, ideas for ethical personal and organizational development, compassionate leadership, self-help and self-fulfillment, plus . . .plus . . .plus . . .all there for the taking.
I’ve sampled a few of these ‘gems’ and have not been disappointed. Whether you’re a manager, coach, trainer, or simply someone seeking relief from the hum-drum reading of self-improvement texts, you’ll find sweet relief here.
May I recommend that you treat yourself to a sample or two? After all, the proof of the pudding is in the eating . . .
Go to http://www.businessballs.com/ and try it for yourself.
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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 my quandary. My department is a high profile group within the organization and we’re constantly wrestling with challenges and changes. I’m expected to offer high profile leadership that will stimulate and sustain my people and encourage them to be visible role models for others.
This is not my style. I’m reluctant to use emotion in my management communications and whenever I do, I feel like I’m being melodramatic. My preference is to be low-key, understated and above all, credible. I realize though that I do need to use more emotion and I also want to inspire others.
Coach, how do I work emotion into my communication and appeal to the emotions of others without feeling I’m a fake?
Response:
Let's begin with your perception (read 'point of focus'). If you'll reflect on your remarks I think you'll detect that this focus is mainly on your own responses. In other words, you appear to be focused 'inwards'. This will make the communication task much more difficult than it needs to be.
Inexperienced speakers can suffer the tortures of hell – in fact public speaking is feared above most other exposures. To avoid possible pain and embarrassment, many speakers will ‘play down’ their style and make strong attempts to curb their emotions. The result is a bland, uninspiring delivery which is painful for all involved. When most speakers forget their concerns, being overwhelmed by the substance and importance of their message, they can literally ‘take off’.
Next, the ‘purpose’ of any communication is to make something happen. If such is not your intention, why are you communicating? This having been said, the ‘meaning’ of any communication is in the response it elicits. So this is precisely where you need to focus – on the response of your listeners.
Whenever we’re speaking, the focus has to be on what’s registering in terms of responses – so we need to be 'other-aware'. Now, we can only do this safely if we’re 'inner-directed' - that is we have a very clear idea of what we’re attempting to communicate - the difference we want to make happen. When we’re this clear in our intent others will detect our focus and also our sincerity, and thus our ‘passion’ will become obvious to them. At the same time, their responses will guide us in our delivery - monitoring purpose, intensity, focus, cadence, the integrity of ideas, etc.
Members of the audience are usually focused on the message. They’re really not concerned about our self-awareness and feelings of discomfort which they cannot witness directly - they see only the behaviors that result. Also, when we shift our focus from our own internal ‘discomfort’ to the needs of the audience, and particularly to the impact our message is having upon them, we’ll have little time or energy to be anything other than our natural self. Adjusting to their responses is the most important job we have to do.
Communication should not be contrived but rather driven by audience-centered conviction. This way our style becomes ‘heartfelt’, even spontaneous, because our considered input is offered in ways that best serve the emerging needs of the audience. Discernable passion is the natural outcome.
Try it – I think you’ll find this will work for you. Good luck!
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Commentary . . .
The Weekly 3 x 3 . . .
A long term client and I were having lunch recently. In the course of a general review I asked him, “What is the single, most impactful idea that’s ever surfaced in our relationship?”
Without hesitating even for a second he said, “The 3 x 3!”. This caught me by surprise and I needed to think very quickly about his reference. As I was doing so, he leaned forward, very intently, and said, “One of your most simple suggestions has had by far the most profound effect on our entire organization.”
He went on. “Do you recall talking to me several years ago about internal communications? You said that the biggest challenge to effective communications inside the organization was habit! People get into ruts especially when it comes to keeping others informed, sharing ideas, seeking and expecting information, and similar. You were absolutely right. That’s where we were.”
“You recommended a weekly meeting at Departmental level, either Friday afternoon or first thing Monday morning, for no longer than twenty minutes. The agenda is simple:
- What three things have gone well this week and what can we learn from this?
- What three things have not gone well and what can we learn from this?
- What three things will we undertake to do differently this coming week based on what we’ve just learned?”
“The meeting starts and finishes right on time – which keeps the BS down and complaints from taking over, and each person affirms the one thing they’ll personally do right now to move the ball down the field”
I was taken aback by his obvious passion – he’s not usually that demonstrative. It was clear that the weekly meetings had become a valued ritual in his company because they were promoting the right kinds of behaviors and generating results, improving relationships and learning opportunities for all involved.
What was not so clear then, but I discovered by talking with some of his employees later, was that the weekly meeting forum was a terrific morale booster, a great and positive way to end/start the week. The sessions always began on a positive note. Almost every negative incident was surfaced in the meetings but in constructive ways. There was no time or attempt to assign blame. The focus was always forward, collaborative and positive. Finally, the issues were open and up-front so politicking was de-emphasized.
Now, I’ve recommended this simple practice to many organizations – some have adopted it and have profited greatly; others have either ignored it or dropped it after a few desultory attempts. If I compare and contrast the business growth, individual development and group morale among the ‘haves’ and ‘have nots’ the differences are startling!.
It is simple – yes! It works, for sure! It’s a ‘no brainer’, right!
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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.
Fish - or cut bait . . . .
I so clearly remember the first time I heard that expression.
More specifically, given that the comment was directed at me, I remember well how being put on the spot like that got me moving forward. Moved me from working myself around in circles.
I just wish I always remembered it as often and in as timely a fashion as I should!
For the last couple of months I've had the privilege and pleasure of co-leading a new and challenging university course on Managing Project Teams using tools available from the school of positive psychology.
Speaking of being challenging, I have to admit that the biggest challenge has been within me.
As we all know, not all students are equal. Some quickly understand and adopt new ideas in practical ways.
Others struggle, coming more slowly to practical applications. Yet others simply give up -- often making a lot of noise in the process!
As an instructor this creates problems for me. Let me explain.
I am someone who 'expects the best'. Equally, I'll give someone the benefit of the doubt - a fighting chance. The challenge is, how should I respond when someone fails to rise to a challenge - ie. fish or cut bait?
Do I focus on those who are lagging, not making the grade, or should I channel all of my energies into those who are coping and assimilating successfully?
Strikes me this is a challenge leaders and managers in business face regularly.
It's the old struggle of following the heart - or the head. Do the needs of the few outweigh the needs of the many?
I know where I stand on this. Do you?
Amanda
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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 - D David Brandon, Domino’s Pizza
Brandon, Domino’s Pizza
The concept of continuous improvement may be a cliché, but to maintain a high performance organization it is essential. Organizations must embrace change and recognize that if they are not getting better, they are actually getting worse.The concept of continuous improvement may be a cliché, but to maintain a high performance organization it is essential. Organizations must embrace change and recognize that if they are not getting better, they are 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! http://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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Optimism – Key to the Future . . .
I’ve long been favorably impressed by the work of Martin E Seligman, Professor of Psychology at the University of Pennsylvania and past president of the American Psychological Association. My wife, Amanda, has been a keen student of his work for nearly four years and has recently launched a very successful business based on applications of his teachings in the workplace.
Martin is now regarded as a leading pundit in the emerging field of Positive Psychology which is gaining rapid ground in business circles – and for very good reasons – it works!
Central to much of what Positive Psychology promotes is the concept of Optimism. I’ve heard some practitioners describe it as a cornerstone, the ‘hidden asset’, the ‘critical component. Regardless of these claims, there’s absolutely no doubt that it’s preferable to the alternative in most business applications.
It was Sir Winston Churchill who once stated, “I’m an optimist – there doesn’t seem to be much point in being anything else!” He also said, “A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty” Sound wisdom from the man who led the British successfully through the darkest days of World War II.
Now, I’m not saying that there’s no place for pessimism. There are many occasions when I practice ‘constructive pessimism’ to very good effect. There’s a need to be realistic and discerning about dangers and risks. When the possible consequences are serious and irreversible, very cautious and risk-avoiding analysis is imperative. Seligman advocates using ‘flexible optimism’ – having the wisdom to assess situations in order to identify those which require a pessimistic inquisition. I’m with him! However, the majority of scenarios we experience in the tremendous, growth-centered opportunities that currently confront us as leaders and managers demand a more optimistic strategy.
Here are the Ten “A”s – practical perspectives, stratagems and practices that will optimize your optimism and assist you to spread the optimistic gospel without appearing ‘Pollyannaish’. Consider them well and use them to good effect – they will help you to lead successfully, stimulate change without friction, overcome resistance, enhance contributions from others and grow hair on previously bald spots!
Associate yourself with Optimism
- Seek out the company of other optimists;
- Eschew the BMWs (bitchers, moaners and whiners);
- Start every response with what’s good about it (before you focus in on the problems);
- Express gratitude to each person you meet and for every blessing you receive;
- Refuse to say ’die’
Apply Strengths – yours and other’s
- Focus on what is done well (not on what needs to be corrected)
- Inventory and openly discuss strengths (see below)
- Base your strategies on Strengths as well as on Competencies (knowledge, skills & experience)
- Build on the competencies and strengths in all who work with you
- Use Strengths as the first consideration when describing people to others
Assimilate Good Things
- Seek the wisdom of the ages in small digestible doses - daily
- Identify the valuable lessons that every person/event can offer you (if you listen!)
- Study and model yourself on good role models
- Appreciate and expect the best possible outcomes in every endeavor
- Rehearse and reinforce every good quality you possess – publicly!
Anticipate positive responses
- Be realistic – accept what you cannot change and adapt to the new reality
- Stand guard at the portals of your own thought – control what goes in and out
- Find the courage to do that which intimidates you – if it is for the best
- Expect that others will always try to accommodate and accept you
- Know that you will always find the essential truths as long as you keep looking
Accentuate positive behaviors
- Whether you think you can, or you think you can’t, you’re probably right! (Henry Ford)
- You are the only one who can frame and interpret your experiences – others cannot!
- Every situation can be interpreted in many ways – the choices are yours
- Optimism can be learned and developed – it is not hard wired within us
- Your choice of language/expression is a critical component of your projected image
Adapt to reflect Optimistic realities
- Beware of habitual behaviors – those we no longer question or deliberately choose
- Take the high road out of choice whenever confronted with clear options
- Identify those aspects which are positive and constructive in everyone’s intentions
- Use positive expressions and rejoinders (Yes, and . . . vs Yes, but . . .)
- Seek to understand and accept what is good before assuming the worst in people
Alert yourself to opportunities
- Know what excites you and seek it in every situation; find your passions
- Focus externally but be certain of your inner direction first
- There’s much fine gold in the differences that exist in other’s perceptions
- Everyone – and I mean everyone – can teach you something!
- They say there’s an opportunity in every challenge – they aren’t lying!
Advocate Optimism
- Specify what success will look like and help others to draw their own internal pictures
- Define your precise expectations of the potential successes that are resident in others
- Demand that your employees live up to your expectations; then help them to do just that
- Capture the vital lessons to be found in experiences, even those which have yet to succeed
- Use failures as stepping stones – yours and those of others – help to place them in the stream
Accelerate Success
- Life is meant to be lived in small bursts, successes building out of failures
- Shorten the time between planned successes by varying your strategies
- Reinforce every possible success; celebrate and reward effort and outcomes
- Employ constructive rituals to dialogue with others on shared experiences
- Promote successful individuals as living models for others to emulate
Affirm all that is useful
- Report and repeat all the valuable lessons for everyone to hear and believe
- Begin each conversation with positive sentiments such as appreciation for others
- Seek out the unique abilities that each person represents and expose them for all to see
- Honour the differences that others contribute as being inherently valuable
- You are the child of God – how could you possibly be less than you are?
Every great leader in our culture, in our civilization and in history has been an optimist according to some. Every great deed was accomplished in the face of those who claimed it wasn’t realistic or even possible. Every successful person has surprised themselves more so than they’ve astonished others.
When are we going to wake up and smell the coffee? Optimism rocks!
Strengths measurement sources -
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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 in mid January 2007
There are currently 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 1
- Operating Strategically – Understanding Strategy
- Operating Strategically – Analytical-Logical Approaches
- Influencing Others – Understanding Differences I
Work Out 7
- Personal Organization – Schedules and Priorities
- Obstacles & Setbacks – Principled Negotiation
- Integrity & Ethics – Affirming Authenticity
Preparatory assignments . . .
Work Out 2 (December 5)
The agenda for this session will comprise:
- Operating Strategically – Levels & Quadrants
- Influencing Others – Understanding Differences II
- Focusing Principles – Self Regard & Awareness
Work Out 8 (December 6)
The agenda for this session will be:
- Implementation – Personal Strengths in Action
- Obstacles & Setbacks – Stress Management
- Integrity & Ethics – Personal Resiliency
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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