November 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 4 - Secure Site
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. There’s nothing more ordinary or familiar than communication, particularly that of the persuasive kind. A Matter of Perspective . . . Some years ago I lived in the Stockbroker Belt in Toronto where I was surrounded by neighbors with both connections and connect-ability. On Saturday mornings one’s social calendar for the week was carefully assessed, refined and adjusted even as leaves were raked, cars were washed and/or garages were painted. It was on such a morning that I was ‘encouraged’ to attend a fund-raising event during the following week. Even as I reluctantly accepted, my wife was being coerced - clearly part of a pincer movement! That Thursday evening we sat among a crowd of some seventy or eighty souls and were inundated with depressing stories, statistics and prophesies – everything we needed to know about cancer and the desperate need for funds to support the search for a cure. Actually, ‘depressing’ is a very mild word for what we experienced. I sat, with my usual detachment, observing the behaviors of my neighbors as they squirmed in their seats and distanced themselves increasingly from the realities being presented. The obvious conclusion, as the evening wore on, was that not one person in the audience could accept the tragedies of cancer – but then, of course, it would never happen to them. Then, the final speaker of the evening, a chic, diminutive lady, low-key and unassuming, came to the podium. After an evening of pure ‘shock and gore’ she was a welcome relief. She started quietly and slowly by building rapport with the audience; just like any other empathic person, she identified with every thought and emotion present in the room. We all relaxed as our somewhat asocial thoughts and feelings were validated by her soft words. She was one of us! Then a change of pace – she started to discuss statistics. She mentioned the incidence of cancer in young people, then the numbers for twenty and thirty year olds, and of course the numbers were climbing. When she got to the forty and fifty year old brackets she was speaking about us. She asked, almost conversationally, “Do you know that among forty and fifty year old men and women the chances of developing cancer – of any type - are greater than sixty percent?” Notice the clever sequencing of the numbers in that question! Then, as we were attempting to register and absorb this, she continued, “Please look at the person on your left, and then look at the person on your right. The likelihood is that both of these people will have cancer within the next few years!” Of course, we looked – only to discover that both of our neighbors were looking at us! Her timing was perfect as she then said, “We can help you, but you’ll need to help us right now so we’ll be ready”. In one fluid movement we all reached for our cheque books. The fund-raising objective of the evening was surpassed by an order of magnitude and my wife still remarks about my personal generosity that night. So why was she successful . . ? This lady, I had to admire her style, understood the basics of persuasive communication extremely well. She knew that: The purpose of any communication is to make something happen; What a communication ‘means’ is the response it elicits; If you want to stimulate action then you need to tap emotion – intellectual contact alone won’t do it; You need to create an awareness of the desire for change and/or to make a difference before you offer reasons; Others will fill in their own justifications for action once they have decided to make a change; and First and foremost you need to get their attention. It isn’t difficult; in fact it is almost intuitive. Advertisers, promoters and con artists have known of this approach forever. Every time we visit the supermarket we are exposed to it and, surprise, surprise, it works more often than not. In our business organizations we seem to eschew this pragmatic approach in favor of the more ascetic, traditional model: Define the problem >> analyze the options/alternatives >> recommend a solution We fail to remember that those we are addressing are not driven by logic and rationality alone, but by the preconceptions and beliefs (emotional components) that have served them so well to this point. They will resist our reasoning, quite unreasonably and illogically; the more we reason and argue, the more entrenched becomes their resistance. Psychologists have long since recognized and studied ‘Confirmation Bias’ – the tendency to assert our known beliefs and to filter all presented evidence in favor of those pre-established positions. Neuro-psychological studies using MRI technology has demonstrated conclusively that we do not even engage our intellect when we have an adopted position to defend – it’s all processed at the emotional level. Arguments, no matter how logical, will not move us – except to derision. Reasoned arguments do have their use – to justify a course of action already decided. It is very rare that this same reasoning will stimulate desire in the first place. What reasons are likely to do is reinforce resistance and make opposition that much stronger. The rational model, above, will serve us well in transferring information but it rarely, if ever persuades. The leader is focused on change, on the desires of others for that same change, and then upon creating new, sustainable realities. The traditional model will not do the job, if for no other reason than it fails to engage the emotions which in turn will stimulate action in a way that intellect can never do. So here’s the advertiser’s model: Get their attention >> Stimulate and/or enhance desire >> Offer reasons in support Here you’ll find a one-page broad schematic on what will accomplish this and how to go about making it a reality. You’ll realize, quite quickly, the valuable role that stories and narratives play especially in achieving the first two steps of the ‘new’ model. People love stories and because of this stories are effective at getting and keeping attention. Stories do much more than this though; they harness emotions, they carry messages/morals, they are memorable and they help to share experiences and values. They are an essential tool for every leader. The Role of the Leader . . . Initially, the leader must gain the attention of those who would follow, focus the inherent desire for change and facilitate the creation of that sustainable new reality – sounds familiar, doesn’t it? Leaders need to engage the actions of others more so than their thoughts. Those leaders who remain thought leaders do not survive for long, a lesson every successful leader in history has learned well. Whether you are a leader for a reason, for a season, or for a lifetime, know that ‘Ideas’ people come and go; but great leaders are remembered for their exploits – the tangible legacy of their beliefs-in-action. To be successful as a leader it is necessary to engage the heads (minds), hearts (emotions) and the hands (actions) of others. At the head level the challenge is to capture the imagination, to offer a glimpse of a vision become reality, of dreams that could come true, of desired states or conditions that can be brought to life. At the heart level, emotions are essential. Feelings have to be focused from warm fuzzies to sharply defined, colorful, vibrant and three-dimensional representations of what is not only desirable but also possible. At the hands level, the actions required are both crystal clear and compelling – they cannot be ignored. Stories can and will do this. The leader’s role is to provide focus, engagement and process. As the new reality begins to unfold the leader retires, allowing those that follow to take over and to claim the emerging condition as their own, as inevitable and as real as anything they’ve already experienced. In this context, poor leaders are resented, good leaders are appreciated but great leaders are invisible - and yet revered. The bottom line . . . Communication is the lifeblood of good and great leadership. Communication, especially that of the persuasive kind, is really just a process but when it results in critical change, when it makes a telling difference and when it changes lives, it is elegant – highly impactful and very exciting but yet relatively unnoticed. The true leader is the catalyst that sparks the fire, fans the flames and allows others to benefit from the warmth and light. It all comes from presenting the right perspectives, opening the portals so that others can see the possibilities that they want to become their coveted future. Tell the stories, draw the mind-pictures and color the possibilities that will release the desire and the deliberate actions that are needed. So, what’s your first step going to be? 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 . . . Emotional Intelligence and Leadership . . . We have gone too far in emphasizing the value and import of the purely rational – of what IQ measures – in human life. For better or for worse, intelligence can come to nothing when the emotions hold sway." It's been ten years since Daniel Goleman wrote those words in his bestseller "Emotional Intelligence: Why it can matter more than IQ". Since then, talent management professionals in particular, have taken heed of the important role EI plays in the well-balanced and productive workplace. The inextricable link between EI and well-being has also become apparent as the pressures of a demanding, competitive workplace require emotional, personal, social and coping skills to manage stress and maintain effective relationships. In an upcoming webinar Howard Book, co-author with Stephen Stein, of “The EQ Edge” will explore Emotional Intelligence — how it can be assessed and developed for the well-being of teams, organizations and individuals and how it contributes to a healthier, more productive workforce. Today it takes more than business intelligence to lead your organization. Emotional intelligence (EI) is central to getting business done and leaders who develop EI competencies are more effective at talent management. This webcast will cover compelling research on the impact of EI on leaders' success. You can learn what emotionally intelligent leaders do, their influence on company culture, and the results they achieve. Whether you're in OD trying to sell EI development to the leaders of your organization or a leader who wants to enhance your effectiveness, this webcast is for you! View the website Crafting a Message that Sticks . . . The ability to craft and deliver messages that influence employees, markets, and other stakeholders may seem like a mysterious talent that some people have and some don’t. Many other leaders are frustrated to find that key messages sent one day are forgotten the next—or that stakeholders don’t know how to interpret them. Why do some ideas succeed while others fail? Chip Heath, of Stanford University, has spent the past decade seeking answers to that question. His research has ranged from the problem of what makes beliefs — urban legends, for instance — survive in the social marketplace of competing ideas to experiments that show how winning ideas emerge in populations, businesses, and other organizations. Heath has published his findings in “Made to Stick: Why Some Ideas Survive and Others Die” - written with his brother, Dan, whose business specializes in this subject. Chip Heath’s research suggests that sticky ideas share six basic traits. Simplicity. Messages are most memorable if they are short and deep. Glib sound bites are short, but they don’t last. Proverbs such as the golden rule are short but also deep enough to guide the behavior of people over generations. Unexpectedness. Something that sounds like common sense won’t stick. Look for the parts of your message that are uncommon sense. Such messages generate interest and curiosity. Concreteness. Abstract language and ideas don’t leave sensory impressions; concrete images do. Compare “get an American on the moon in this decade” with “seize leadership in the space race through targeted technology initiatives and enhanced team-based routines.” Credibility. Will the audience buy the message? Can a case be made for the message or is it a confabulation of spin? Very often, a person trying to convey a message cites outside experts when the most credible source is the person listening to the message. Questions — “Have you experienced this?”— are often more credible than outside experts. Emotions. Case studies that involve people also move them. “We are wired,” Heath writes, “to feel things for people, not abstractions." Stories. We all tell stories every day. Why? “Research shows that mentally rehearsing a situation helps us perform better when we encounter that situation,” Heath writes. “Stories act as a kind of mental flight simulator, preparing us to respond more quickly and effectively.” View the website
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Section 2	- Talk Back
	Coach's Corner . . . A selection of frequently-asked questions. Dear Coach, We’ve just inherited a new boss and it’s a disaster. He doesn’t respect us, or keep us informed as to what is going on, or ask us for input on the things that affect us. If we offer our opinions, he ignores them. When we challenge him on this he just says that he’s a bit of a ‘control freak’ and laughs it off – nothing changes. It’s getting so bad that we’re all pulling in our horns, doing only what we have to do and looking for new roles in the organization. Is this too big a problem to solve? Response: No, it’s not too big a problem to solve but it’s also likely that your boss is not the problem. Allow me to explain what I mean by this. The difficulties may well arise from a number of sources, not his style alone. That might be a response to what he is experiencing. Respect is not a behavior, it’s a value, so it’s possible too that it isn’t the real issue here, but rather the way the group performs, the expectations of members and group cohesion – in total, the group’s identity. If he’s new to the group as you indicate, it is highly likely that there’s been a discontinuity in the group’s dynamics – the fundamental processes through which the group has operated, created value and preserved harmony. Most groups, departments and organizations have a ‘mini culture’, that is a set of informal values and understandings which serves the integrity of that group. Whenever there’s a significant change in group membership, these values and understandings may need to be adjusted. In many cases these group dynamics can be described as a short list of tacit rules, applied to and acknowledged by all in the group as a ‘condition’ of membership. Bosses tend to be outside the frame on such issues, whereas ordinary members joining the group are carefully briefed and oriented by other established members. The rules may deal with matters such as how information is shared, how decisions are made, how recognition and rewards are distributed and how conflicts are resolved. Alternatively they may address actual behaviors such as the use of common property, fulfillment of commitments, protection of colleague’s interests, and similar items. You may be thinking that while this is true, your new boss would consider such issues beneath him. I would not agree and, further, would recommend that any such assumptions be rigorously tested against reality. Bosses, like most people, want to be accepted and included. At the very least, it would make good sense to share with him some discussion, better yet dialogue, on the prevailing informal culture and its inherent rules. Let’s walk around the mountain and seek another perspective on this challenge. Control tendencies do not exclude respect for those involved. When a general response is adopted (he doesn’t respect us; he’s not interested in our opinions, etc) there are inevitable consequences. It may be that the outcomes you are describing are the consequences of such a generalization rather than of his style. When these consequences arise, everyone loses – group members, boss, customers, everyone! I think you might benefit from a closer, more sensitive assessment of the issues. Begin by asking yourself why the boss is controlling. Could it be past experiences, a protective attitude, substandard or inconsistent performance, external interference, insecurity, or any of a multitude of other motives? What is the mandate that the boss must fulfill? What are the boss’s particular concerns and anxieties? If you are not aware, how can you work together? It would seem that there’s room for some real sharing versus precipitive, generalized judgments. If, in the light of fuller disclosure, it becomes apparent that mutual respect between specific individuals truly is a problem there’s still hope for an acceptable outcome. This could be achieved by focusing on specific agreed-upon rules of conduct and the attendant behaviors. Ask yourself, what motives is each person bringing to the party? If individual motives are short-term and selfish, then meaningful interaction will not occur; instead, games will be played. When individual motives are shared the usual discovery is that differences generate additional options and contributions rather than cancel out. Quality and learning are similarly enhanced by differing perspectives, so outcomes are improved and this, in turn, promotes respect. Start on common ground, the things that you are certain will serve you both as well as your joint interests. Affirm the known goals and standards of the group in public, while resolving misunderstandings and inconsistencies in private. Be respectful of the boss’s role until you have gotten to know the temperament behind it, avoiding premature and sweeping judgments. Deal with specifics - the actual gap between expectations and experience - versus assumptions and suspicions. Confirm your best intentions and then see how the boss responds. It is entirely possible that he would like to nail this problem as much as you do. Offer your best and you’ll probably get the best out of your manager. I hope this helps.
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	Commentary . . . A Brave New Mind . . . "We can't solve problems by using the same kind of thinking we used when we created them." (Albert Einstein) Very shortly, we’ll be launching a new Polaris program, bringing together a group of questing and emerging minds that share a common interest in leadership and management excellence. Among the first topics that will be explored is ‘thinking practices’. This topic surprises many Polaris participants because, like so many, they’ve already made several fundamental assumptions about the way they think that are difficult for them to challenge. After all, we learned to think before we even learned to talk, and perhaps even before we learned to walk! So why is it necessary to revisit this basic personal skill and what could be done about it even if we do? Einstein’s comment, quoted above, is the only response we need. In a rapidly changing and increasingly complex world we have no choice but to learn to think differently. We all subscribe to the axiom, “If you continue to think the way you’ve always thought, you’ll continue to get what you’ve always got!” We all want more! The challenge is, “How can I think differently than the way I’m used to thinking?” This is erroneous assumption ‘number one’ – that we all think in a specific and consistent way; we don’t! As Howard Gardner, renowned Harvard psychologist, asserts so eloquently in his new book “Five Minds for the Future” HBS Press, we all possess the potential for fully-formed cognitive abilities in at least five areas or disciplines: The Disciplinary mind – mastery of major schools of thought (including science, mathematics and history) and of at least one professional craft The Synthesizing mind – ability to integrate ideas from different disciplines or spheres into a coherent whole and to communicate that integration to others The Creating mind – capacity to uncover and clarify new problems, questions and phenomena The Respectful mind – awareness of and appreciation for differences among human beings, and The Ethical mind – fulfillment of one’s responsibilities as a worker and as a citizen. It’s easy to see where our various life experiences fit into these categories, and it’s also clear that most of us use all categories at one point or another and yet, at the same time, tend to bias our thinking in particular areas. Thinking, similar to other behaviors in our life, can become habit-bound. The purpose of any habit is to optimize personal comfort; it’s a path of least resistance and minimal effort. Habits of this kind though, are a luxury we simply cannot afford – if we are to prevail within an uncertain future. The natural human condition is to strive and struggle; that’s what life is really all about. It’s striving and prevailing that gives us quality of life; that makes it all worthwhile. We admire those who rise to an exceptional occasion, who out-perform their previous best self, who overcome insurmountable obstacles and move to higher levels of accomplishment. Well, this has to begin with the way we think about things. "Why, then, 'tis none to you; for there is nothing, either good or bad, but thinking makes it so: to me it is a prison." (Act 2, Scene 2 of Shakespeare's Hamlet). Thinking dominates our life; it is the key to our understanding and also to our emotions. Simply stated, it’s mind over matter; if you don't mind, it doesn't matter. But it does matter – and it matters a great deal! Take responsibility for the way you think about things. Begin your striving right here. May I recommend that you seek out a copy of Gardner’s book and invest a few hours thinking about how you think? You never know where this may take you; your whole life experience will be cast in a different light. Parallel existences have nothing on this! You do not have to be different, you can be the way you really are; you just have to perceive yourself differently. If you would like to get more out of life, this is the essential first step. 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. The above article… A Brave New Mind … fits in perfectly with my thoughts for this article. I am the person I have always been, although I hope I have gained some wisdom through the years, but my perception of what I have to offer others has changed considerably in this past year. My older brother is involved in helping others and trying to make the world a better place. He serves on a Children’s Aid Board, a past principals association and is very involved in his church. He has been offered an opportunity to help shape a school curriculum but had to decline due to his workload. And on top of all this, he is very involved in the day-to-day rearing of his grandchildren. How do I follow in his footsteps? I truly believed that my humble attempts to help others faded completely in the wake of my brother’s accomplishments. I am very proud of him and what he does and have no intentions of competing but I did want to feel that I was making some contribution to the world — giving back some of the blessings I have been given. I don’t know about you but when things come naturally or easily to me, I tend to discount their importance to others. For years I have written poetry, mostly for family and close friends on special occasions. These same people have constantly encouraged me to do more with my writing but because I could just sit down, when the mood struck me, and write something within a short period of time, I discounted its value and tended to think it was “hokey”. But this year I stepped outside the box and submitted a song lyric to a contest. The most important aspect of this for me is that I will get a written critique from professionals. Where it goes from here I am not sure yet, but it is a first step. And I will continue to write for family and friends as I know they treasure my efforts. Next, a friend of many years lost her partner this year. It has been a very difficult year for her as she also lost her employment just before her partner’s death. How could I help? I couldn’t support her monetarily, or give her employment; all I could do was to be there for her and listen when she needed an ear. She is doing much better now and has told me and many others that she didn’t think she could have made it without my support. The song lyric I mentioned above was written for her. About the same time, another friend lost her new job and an accumulation of past woes — marriage break-up, move, mastectomy and loss of employment from a company she had been with for 17 years — caught up to her. There were days when she couldn’t get out of bed without me talking her through it. No matter the time of day or night, I was there for her. This same person is now back to her usual self-confident, competent self, ensconced in a new job she loves and enjoying her life. She too has repeatedly told me and others, how important it was that I was there for her. We have forged a stronger bond than friends…..more like sisters. I am not telling you these stories to spout my achievements or boost my ego. What I am trying to say here is that I finally realized that things I took for granted and put little value on are helping others in some small way. You do not have to be a major earth shaker to make a contribution to the world around you. Your kindness to others goes a long way to making this a better world. I am doing what I have always done, but my perception of its importance has changed. So remember to smile — it adds value to your face — and may just make someone’s day. Sheila Ellerton
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Section 3	- On the Horizon
	The Positive Workplace If it’s going to be; It’s got to be me. I think I’ll always remember that late fall evening - as much for my resistance, as for my total capitulation. It’s been 25 years or more – but the images are as vivid now as they were when my boss dragged me kicking and screaming to hear a basketball coach speak on the subject of success in life – and, more particularly, success in the workplace. I don’t know which was more off-putting. The fact that he was going to talk about basketball – about which I knew little or nothing, and cared less – or the fact that he opened his presentation with the words “If it’s gonna be, it’s gotta be me.” Such arrogance! I could hardly believe my ears. So what if he’d been instrumental in the Canadian’s gold medal win at the recent World University Games. He’d not been the one running up and down the court, taking the ‘hits and shots’ – whatever they were. Well. ‘Shame on you (me) and your (my) assumptions’ would have been a more legitimate refrain...and it didn’t take long for me to understand why. This coach wasn’t talking about himself. Nor was he talking about his role as coach – and yet, in a way, he was.. Because he was talking to us as he would his players. I heard him talking to me, and his message was simple and clear. If I wanted to be successful, I would need to know what success looked like and meant to me, now and into the future. More importantly, I would have to have faith that achieving my objectives was possible. That when we believe that ‘if it’s gonna be, it’s gotta be me’ and we put our heart and soul behind our dream - anything is possible. He had a mnemonic, which all these years later I can’t recall – but again the messages were simple. He said, Success, like effective leadership and management, comes from within...and it all starts with us knowing ourselves. We would need to know who we are, and what we want to become: our strengths and place in the world; why we’re here: our reason for being and the contribution we’ll make to create greater meaning for ourselves – and for others; what we have to offer: our strengths, talents, skills, knowledge, abilities and experience; where we’re going: a vision of our future, and in a form that others can understand; and with which they can align themselves; how we’ll get there: the relationships, strategies and resources we’d need to help us realize our dream; and, equally important, we’d need a ‘guiding light’; principles and values that would guide us each on our way; in our relationships, our careers and along our chosen path. I was hooked. More that that, I’d become fully engaged! As I listened to the stories he told and the examples he gave, examples from the lives of those with whom he’d connected over the years, several things became abundantly clear This man, Jack Donohue, was a highly accomplished speaker. He told great stories, laced with candour and good humour, adding value and colour, bringing life to the principles he was espousing. But more than that, he’d created a vision in us, by bringing it out of us...we walked away from there knowing what we wanted; what we had to do next, and what we could do to overcome the obstacles that might well come our way. He encouraged us to be all that we could be; to gain mastery of our particular talents; to share them and put them to good use in the service of others; More importantly perhaps, each of us walked away confident that success was within our grasp. We had faith in our objectives – and in ourselves. Yet, for all this, the most powerful lesson was not in anything he said. It was how he was with us, and within himself, that made all the difference. The way he handled himself was a clear demonstration of his underlying beliefs. before we look for success ‘out there’ we must know what it is ‘in here’; before we can lead and manage others, we must lead and manage ourselves; our success comes as much from our being outstanding ‘human beings’, as it does from being accomplished ‘human doings’. And it was in this demonstration that I had another of those ah ha! moments. I came to appreciate that we buy the man or woman long before we buy their ideas – no matter how clever or ‘successful’ they are; when my leader / manager helps to bring out the best in me, to help me be all that I am, I’ll go the extra mile; but most of all, when I am confident that my boss knows and believes in where we are going, and is open about it – I feel safe. I can get on with being my best. Jack Donohue created environments in which his people could flourish. In so doing he increased the physical, emotional and psychological capital (resources) of his team. His team(s) thrived. And it all started within him ...with his vision, his personal mastery, his optimism – and his ability to serve the needs of others. Join us next month we’ll look at a step-by-step process for putting this together for yourself...and thereafter, for others. Till then, be strong, be well – do good. Amanda Levy http://www.positiveworkplace.com
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	Opportunities & Challenges . . . 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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	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. Go to http://www.reachoutdirectory.com
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Section 4	- Secure Site
	Polaris Program opportunity. . . There are just two openings remaining on the next program 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 Any person who has participated in the Polaris Program at any time is invited and encouraged to attend any Work Out at any time and without fee. Please contact Sheila to advise her of your intention to attend.
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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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