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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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This is the seventh in a series about what it is that characterizes a leader.
Me? A Leader?
Recognition and Reinforcement
While some leaders are appointed, formally designated and generally recognized, the vast majority are quiet, ‘unsung’ heroes who simply rise to any one of the myriad occasions we face every day.
Regardless, there are certain characteristics that leaders share. If you consider all the leaders that you know, whether they are current, past or future, real or fictional, well-intentioned or otherwise, and from different fields of endeavor, you’ll find common traits.
These are not magical qualities, reserved for the select few, but rather common abilities which just seem to come together when needed. We continue our exploration of a number of these characteristics over the next few issues of Polaris Digest. This month we will consider:
Recognition and Reinforcement . . .
This series is becoming a labor of love! As I sit at my computer to collect my thoughts once more on the theme of leadership I reflect on the experiences of the past three days. They were unusual to say the least!
I participated in a workshop for coaches led by a dynamic individual from Manchester, England, and had the luxury of being able to sit back and observe for much of the time. I learned a great deal – mostly from the actions of my fellow participants. They are, each and every one of them, leaders; some embryonic, some seasoned; a few very conscious of the role they play, but the majority just sincere human beings with the earnest desire to assist others in some special way.
They share a common undertaking - to focus the desire for change in others in order to create new realities. As we covered a broad agenda through the workshop, the bonding became increasingly apparent and, by the end of the workshop, there was an ‘esprit-de-corps’ that was palpable. What was it that could unite fifty very different individuals in such a remarkable way? My guess is that it was the recognition and reinforcement that we extended to one another, often with a naïve and exuberant enthusiasm.
There were many recognizable moments and every one of them, positive and otherwise, was seized upon for celebration and/or commiseration. No opportunity was ignored! This is remarkable because it doesn’t happen to the same degree in most organizations. It should!
Reflect, just for a brief moment, on some of the behaviors that supported this remarkable outpouring of mutual appreciation among a group who were, for the most part, strangers:
- Everyone listened intently to what others were saying. My sainted Scottish aunt used to say, “Remember laddie, the guid Lord gave you two ears and one mouth; use them in proportion!” As we focused our attention on others we built meaning, authenticity profundity, and trust into our relationships; this imparted leverage and progress.
- We allowed others to be different, and explored our differences with wonder and respect. By interacting at a high level, looking behind the ideas for the foundation principles, we found new perspectives, expressions of autonomy and independence in thought and action and thereby real added value.
- We sought out contributions, eagerly embracing fresh ideas and methods. Issues and problems for some were liberated by the willingness of others to share their different experiences and approaches. No one held back, everyone wanted to assist others to be successful and everyone was willing to be helped.
- We found resiliency, more than enough to overcome obstacles, to navigate difficulties and to help us rebound after setbacks. Challenge was the pathway to success, and every change had to move through ‘forming’, storming’, ‘norming’ and ‘performing’ stages. A common goal kept us ‘on track’ as we strove to find traction and progress.
- There was a positive/optimistic outlook shared among the group. Henry J Kaiser once said that trouble is opportunity in work clothes. Rocks in our way were stepping stones not obstacles. As we thought, so we became; we expected success and we found it!
- We decided to invest in ourselves and in one another. Progress demanded effort, even discomfort and pain on occasions, and many were challenged to exceed their own limitations and expectations. Risks were taken, rewards followed. The price was high in many cases but the outcomes were authentic, high value.
- We found momentum and elegance. There was a sense of tidal flow, a natural impetus that no one disrupted. Each person was encouraged to work at a pace that was comfortable for him/her, and others matched their efforts to suit. The result was a ‘seamless process’ that created some surprising synergies. Imposed structure and controls would have prevented this.
Recognition and reinforcement addresses the interface between individuals, between the leader and others. It isn’t simply throwing out gratuitous compliments and encouraging shibboleths. There’s an ebb and flow in every dynamic circumstance.
It’s all very personal and the individual should never be ignored in favor of the group. Recognition offered to any individual is felt throughout the group, whereas group recognitions are rarely taken as personal affirmations. The experiences I’ve shared above could be extended into any leadership situation and would undoubtedly assist progress towards the desired goals and outcomes.
So, ask yourself:
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If this is my opportunity to lead what can I find and recognize in the perspectives and actions of others that contributes to the intended outcomes we share?
- What can I do or say that will assert and reinforce the role and efforts of each person as an integral and vital part of the overall plan of action?
- How can I promote and preserve mutual recognition and respect among all involved so that the synergies will flow elegantly from the unique and special efforts invested?
There’s more yet. The essential characteristics of effective leaders all stem from self perceptions that can be cultivated within every one of us. Leadership is an integral strength which all can develop and apply to make this a better world for all.
In our next issue we’ll share the secret of how high potential leaders focus and develop their critical abilities and impact. Be sure to join us.
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- Avoid disappointments. So often our experiences with others are marred by their apparent inability to succeed as expected – that means, they fail to meet our expectations. There’s no way to hide the way we feel when others let us down or to recover from the profound sense of loss whenever this occurs.
The solution though is simple – to set our expectations realistically at the outset. Encourage the receiver to identify ‘self expectations’ when tasks are being assigned. Then negotiate goals, performance standards, deadlines and responses for each critical aspect without taking the initiative from the receiver. At the same time, you set your own expectations a little lower than that agreed. You’ll likely not be disappointed again.
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Coaching others to be successful is the best investment we can make as a manager. Whatever success we achieve will be magnified into the future on an exponential scale. Coaching however is not a natural or intuitive skill; it needs to be learned and mastered. While there are many different individual styles there’s proven structure that can be applied to various situations that will optimize our prospects of success.
You’ll find some very useful advice on these structures, and lots more besides, at http://www.ebooks4business.ca/way_to_coach/ - and the basics are free!
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Before you attempt to identify and commit to a whole slate of laudable intentions for the New Year, maximise your chances for success. Besides over-reaching ourselves in the enthusiasm of the moment, we invite failure by not having a clear and valid appreciation of where we are right now – we try to jump with one foot off the ground already!
Take a personal inventory of your existing strengths and biases, then use your existing strengths to develop strategies to compensate for (not ‘improve’) your assessed deficiencies. Build on the solid foundation of what you already know you can do well. If you would like a little help with the inventory taking visit the two constructive sources below. Start your New Year by planning to succeed.
For Strengths, go to www.authentichappiness.org for the VIA Strengths profile.
For an analysis of your current leadership / management style ask us for your free copy of the Leader / Manager Questionnaire – a $12.95 value - our gift to you.
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This is the strangest time of year. Every one of us, it seems, is suffering through
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substantial and negative changes in the climate
- continuous and escalating disruptions to our routines and lifestyle
- a concentration of challenges as we approach the end of the calendar year
- celebrations of the season reinforced by copious spirits of all kinds
- the paradox of increased effort levels as we prepare to relax, and then
- imposed rest and relaxation with concomitant increased exposure to other people.
On top of this, there’re all the demands for a radical shift in our perspectives and actions as we renew and affirm ourselves for the New Year - the ritual of resolutions.
We tell ourselves, “It only happens once a year, so get with it and get over it!”
Why does it happen just once a year? Is this perhaps the reason why it seems at times artificial and over-stated? It surely feels far from natural!
How about a different approach . . .
. . . a monthly renewal to spread the load? A simple plan – we pause on or about the 25th day of every month to celebrate what we’ve achieved, to say ‘thanks’ to every one who played a part in our lives, to recognize and do something special for others - especially those less fortunate than ourselves - and to renew our intentions to do better in the month to come.
Would this smooth out the process, prevent us from going ‘over the top’ due to the unfamiliarity of it all, and create some helpful changes in attitudes and expectations? After all, we’re no longer doing it to propitiate the spirits and demons of the winter solstice, are we? We’re doing it for ourselves, right?
Would it make a meaningful difference to our life? Let’s try it!
Happy Hogmanay!
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| Section 2 |
- Talk Back |
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Dear Coach . . .
A selection of frequently-asked questions.
Q: I'm stuck, what can I do?
I'm paralyzed into inaction by the number of challenges, the depth of the problems - and my own inability to see a way out.
This is a first for me. I've had my own business for years. It's been successful. I've been successful. Now it looks like I might lose it all if I don't get my rear in gear. I don't even know where to start.
Coach:
First, let me say that I feel for you! But, having said that, we need to take action!
One of the biggest mistakes is to pretend nothing is wrong. Business as normal is the error. Life is not normal. Acknowledge that. Then, borrowing from football, get into a 'hurry up offence'.
A second error is to allow yourself to become overwhelmed by it all – you need focused priorities and a short-term action plan – ninety days sounds good!
So:
- Focus is a priority. Which are the three or four key areas which need your immediate attention? Sales? Customer retention? Cost cutting? Staff involvement? Banking relations? Personal support? What?
- Shorten your horizon. Look three months out... maybe only a month out if the situation is really severe.
- Identify your Priorities. What absolutely MUST be done / happen in that time frame?
- Create your Plan. Plan in small incremental steps with measurement points along the way.
- Share your Plan (Staff and Family). Many managers do not keep their people informed – they try to protect them from needless worry. But staff and families know full well that there is a problem and are often both unnerved and immobilized if they don’t know what is being done about the situation. You can be sure they will have ideas on what could / should be done, and on what could make a difference!
- Meet regularly with 'the crew' (staff / family). Keep the objectives alive, ask for and offer support where needed, recognize every inch gained.
- Decide 'best next steps' at each point along the way.
- Nothing succeeds like success. Celebrate each and every success. And look for those that are not obvious, no matter how small. Provide spontaneous recognition wherever you can - to yourself, as much as to others.
You will prevail. The odds are very much in your favour if you take action, now!
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Coaching – Do you need it .
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Over the past ten years business coaching has emerged as one of the most effective ways to cultivate and enhance both professional and personal knowledge and skills for individuals and teams. The primary reason for this is to be found in its process – a third party intervention that asserts objectivity over partiality and tutoring over direction.
A fuller definition of coaching could be ‘a collaborative, specific intervention or relationship which inspires, defines and develops sustainable behavioural changes.’ Contrast this with training - centered on the acquisition and expansion of specific knowledge and skill sets, and counselling, which is concerned with the definition and resolution of performance inhibiting circumstances, and you begin to appreciate its fuller value.
Coaching, properly applied, transforms the quality of an individual’s contribution, relationships, satisfaction and balance in work and personal life. A client in coaching is encouraged and supported to achieve precisely defined goals and standards through the use of practical, repeatable and self monitored strategies and techniques. There is a predetermined ‘legacy’, a residual ability which is measurable.
The focal areas for a coaching intervention, within the context of an integrated life experience might include:
- interpersonal /communal strategies and skills
- priority and resource management
- strategic level thinking and planning
- service-based relationships – both internal and external
- conflict definition and resolution, and
- personal image and projection, among others.
Not every one in the business world has experienced coaching first hand, and there’s still a sizeable group at executive and management levels that lacks full confidence in its overall effectiveness. To address this, there have been studies, notably that conducted by the well-respected Manchester Consulting Group in the UK. This particular assessment looked at:
- changes in leadership / management proficiencies
- personal broadening and enhancement
- resiliency and responsiveness, and
- overall personal impact.
The results were quantified in terms of bottom-line contributions and ROI, and the conclusion was averaged sustainable gains of up to 500 percent over a two year period!
Of course there were other variables along the way. There’s also the question of what factors determined the original bench mark levels from which improvements were measured. What was the impact of focused attention (the Hawthorne Effect)? How long were the results sustained? Notwithstanding, much, if not most of the improvement was attributed by the subjects to the coaching relationship and initiatives.
So, what’s involved? Well, there are two basic approaches – the traditional ‘review and analysis’ model and the ‘coaching gymnasium’. Both use the same basic processes, namely constructive listening, reflecting, posing questions, observation and commentary, assessment, feedback, self analyses, focusing, confirming, reinforcing and supporting.
The traditional model is based on a series of evaluative interviews held at pre-determined intervals. Objectives and goals are set and monitored over time and strategies and techniques are recommended and applied. Confidence and trust are essential to the process.
The coaching gymnasium works rather like a fitness club. Membership is for a stipulated period during which time the client can consult with the coach (trainer), join in group activities (class work-outs) and/or have individual work-outs (one-on-one sessions). There’s no limit to the number of coaching sessions however each is usually limited in duration and applied to a precise intent / outcome.
Is coaching right for you or for your people? It is certainly not a panacea, but if sustainable behavioural change is your objective it may make a very valuable contribution. First consider:
- Do I need a short or a longer-term intervention?
- Am I looking for impact or for sustainability in the outcomes?
- Is confidence and comfort possible in the coach/client relationship?
Then call the coach, discuss the context and the actual objectives to be attained, and ask for a coaching plan and proposal.
If you’d like to know more, please consider reviewing
A Coaching Primer, or the full text
“Way to Coach – a practical guide for those who believe in creating success through other people”, available at http://www.ebooks4business.ca/way_to_coach/. |
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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 – up to 250 words, please.
Leadership and the triumph over adversity . . .
For those of us who are involved in exporting, these are trying times. Sometimes the challenges of the rise in the Canadian dollar, increasing price competition and rising material costs seem insurmountable. How can we ever win?
I'm involved on the Industrial Committee of the United Way and recently I heard of an example where strong leadership and passion helped to achieve remarkable results.
When we were planning our campaign it was announced that one of the targeted companies would be closing at the end of the year with all 50 employees losing their jobs. Even though both the Employer and Employees had been long-term supporters of our charity, we wondered if we would even bother to call on them this year. After all, how could we expect employees to donate to others when they were going to lose their jobs?
Well, what we hadn’t reckoned on was the determination of the employee who volunteered to lead their campaign! It seems he really brought down the house when he spoke to his fellow employees and reminded them that sometimes you don't realize how many people the charity helps, beginning by saying … "Some of you may know somebody who's out of a job…"
This Leader really inspired his fellow employees and ran a wonderful campaign. Together they far surpassed their goal. In fact, they raised almost twice as much as they had last year.
Inspiring, don’t you think?
I guess it tells us that there are a number of things we can do when we’re faced with adversity. We can:
- Lead with enthusiasm and by example
- Refocus and reframe
- Bring a ‘can do’ attitude to the table
- Work together for the greater good
- Have some fun!
And, as the accountant in me would say, the bottom line has to be – never give up. Not now. Not ever!
Well, that’s my opinion anyway.
Stuart Holloway
Controller
Metalumen Manufacturing
Providers of Lighting Solutions
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| Section 3 |
- On the Horizon |
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Emerging Trends & Developments . . .
Leaning to a Profitable Future
Most service organizations have a great deal to learn about how to make service a profitable business. Could this be why so many fail?
Manufacturing has shown the way - separate your operations!
In the first group put your high volume, efficient activities which allow little variation and which can be tweaked to recover every invested resource that’s not an integral part of the customer ‘value package’. Shave every last cent, save every possible minute and create the most elegant process possible. Keeping your production efficient and your costs as low as possible means low prices for the customer, immediate availability of product / service and therefore high customer satisfaction.
The second group is for those customers who want special treatment, added features and expanded choices, and who are prepared, even happy to pay a premium for these benefits. For them we set up a separate production / service line. Then we sort out the fixed and variable costs, negotiate time lines and apply specific standards for each project. The customer has to agree to absorb, or at least share in the incurred costs.
This is the way that service must go – if we intend to stay in business.
As a first step why not read “The Lean, Green Service Machine” by Nallicheri, Bailey and Cade, printed in Strategy + Business magazine (November 2004 issue). You’ll find it at http://www.strategy-business.com/resilience/rr00013
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Opportunities & Challenges . . .
Leadership Traps . . .
As you, an emerging leader and manager, struggle with the selection and reinforcement of an individual style – one in which you can feel confident and comfortable – you may want to consider your own past experiences. Unquestionably there were some of your past leaders and managers who you recall with warmth and affection, and then there’s all the rest!
Here are seven situations which may ring a few bells, and some helpful advice on how to deal with them. ‘They’ do say that awareness is sixty percent of the solution, so a word to the already wise . . .?
- “He’s a really nice guy but nothing of significance ever happens. I want ‘out’!
Charming behaviour is often a cover for a negative mindset. When the leader has no real hope for success, he may mask this and its attendant anxieties by being Mr Nice Guy. He’s also likely to be focused on the very short term and current situations only.
What’s needed is a ‘future orientation’, positive expectations and reasonable action plans. The effective leader lives in the future but works in the present. While respect for others is essential, warm fuzzy behaviour will not move you to where you need to be.
- “Our leader is a driver. All she ever thinks about is achieving goals, standards and deadlines. I’m not a real person here!”
Leaders must create a new reality, that is get results, but this can only be achieved when the desires of others are truly focused. Desires are emotional expressions (feelings), and people who feel good about themselves do good work. The patient building of self awareness, self confidence and self appreciation, is the fuel that moves people forward. Give them clear direction, structure, resources with reinforcement and results will follow.
- “Following this guy is like being driven to cross the Prairies in a raging winter blizzard. I’m totally lost!”
Frustration is created when there’s passionate action but no direction. The first task of any leader is to focus the group, even in the face of resistance and conflict. Applying pressure without clear direction is a fatal tactic and very common failing among leaders. Leaders must keep everyone’s attention on the outcomes expected, the associated benefits and on the progress being made towards the same. Control distractive behaviours, sub-agenda and posturing since they detract from the goal – the final arbiter.
- “Wherever she’s leading us, it’s like swimming uphill in molasses in January. I’m so tired!”
There’s no sense working against the system, against one’s self or harder than necessary. One critical success factor is to align all supportive organizational structures and systems with the ‘go forward’ plan. Common goals and standards are essential especially in resource management (particularly information), personnel administration, performance management, decision making and communications. People need spontaneous access to the tools to do the job. They should not have to fight for the means to achieve success.
- “Every time we meet there’s a new plan, a new strategy, yet nothing is ever abandoned. I’m confused!”
Complicated, inelegant objectives and structures are a seedbed for mistakes, dissent and friction. Role definition within the context of overall goals is needed from the outset and must be continuously monitored, reviewed and reinforced. If any issue cannot be described in clear, simple impact terms, there’s more at stake than just the issue. The entire initiative needs to be streamlined before it flounders under its own weight. Remember to KISS – keep it simple, sir!
- “I’m losing interest! I’ve no real idea as to how we’re doing or even why we’re doing it”
Monitoring and control can only happen successfully at one place – the very front line of the organization – where the rubber hits the road. Those striving for results need to be able to see what is being accomplished against what is expected. They need the authority and resources to take corrective action immediately. The effective leader’s job is to enable this with clear goals, standards and reinforcements – no exceptions.
- “There’s nothing in this for me. What’s the point of busting my gut? I’m no further ahead!”
The legacy of the true leader is enriched followers. Those who participate deserve the promised outcome and, beyond this, a residual benefit in knowledge, skills and attributes that they can take with them into their respective futures. This is the fair reward for loyalty and effort, commitment and contribution that each will invest. The leader has to be there on payday to ensure that every follower is fully compensated. This is a moral imperative.
You’ve been there! You know from first-hand, visceral experience what it’s like. Now you are the leader, listen to your own experiences and learn!
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Roberta had worked very hard for a number of years to achieve her present role – Director of Human Resources for Nebula Transportation. It had been far from easy in the conservative, male-dominated environment of this mid-sized enterprise.
She had invested many hours of study in completing her basic degree, securing a certificate from her professional association and then finally, the crowning touch, earning her MBA through evening and weekend study. A very long haul, but she had prevailed. Without question, she was now the most academically qualified member of the management team. She warranted the respect of her peers – she wasn’t getting it!
Her boss, the President of the company, was entirely sympathetic, and tried very hard to console her. He assured her that her knowledge was not only very valuable to the organization, but it was also respected, even admired by other senior managers. “It’s just that they think you hide behind it,” he explained. “They place great store on experience and common sense. They also tend to favour actual results - that’s what counts for them”.
Roberta wasn’t entirely convinced. “We’re into strategic planning now, and in a big way,” she stated with evident frustration. “They have to accept that my awareness of leading business concepts and practices has some authority. They ought to listen to my point of view!”
The President sighed gently. “You know I can’t force them to take you seriously, you can only earn that for yourself. And your MBA, hard earned as it was, won’t persuade them that you’re better than they are. They’ll tell you that it’s hard work, results and an intuitive knowledge of our industry and the markets we serve, that makes the real difference”
“Listen, you could gain a lot of respect in the industry, and in businesses generally, by broadening your networks and becoming more aware of best practices. That would help us inside the Company and give you a profile which would do us all a lot of good”.
“That makes good sense to me,” said Roberta, “but I’m not a ‘joiner’ and I’m certainly not political so I wouldn’t do well in associations. But wait a minute, I’ve heard of a program that might be just what I need. It’s a year-long coaching, tutoring and networking experience for middle and senior leader / managers from different organizations. They assist leaders like me to round out their knowledge and skills while exposing them to some of the best business minds available. Perhaps I could try that?”
The President said, “It sounds high-flying and intensive! What would we be letting ourselves in for?”
“Surprisingly little, actually”, replied Roberta, “Why don’t I get one of their coaches to explain how it could benefit us – and me in particular? I feel I’d get real value out of it and it would definitely be an answer to the frustration I’m feeling right now.”
“OK”, said the President, “let’s take a look at it. If it helps you to become more credible and enriches us at the same time, it could be very useful.”
Could Polaris Master Class be the right program for you? We’d welcome the opportunity to demonstrate this powerful program and to contribute to the strengthening of your senior management team. Please contact us for details.
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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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Polaris Participants . . .
Polaris members are invited to visit http://www.polarisprogram.com/members.php to review the modules for Work Out 2:
- Operating Strategically – Levels and Quadrants
- Influencing Others – Understanding Differences 2
- Focusing Principles – Self Regard and Awareness
and the modules for Work Out 8:
- Implementation – Personal Strengths in Action
- Obstacles and Setbacks – Adaptability and Resiliency
- Integrity & Ethics – Personal Resiliency
Preparatory readings for Work Out 3 (January 4th) will be e-mailed and posted no later than December 21st covering the topics:
- Operating Strategically – Integrative Thinking
- Influencing Others – Relating Styles and Interventions
- Focusing Principles – Leadership Beliefs and Strategies
Work Out 9 (January 6th) will also be e-mailed and posted by December 21st. Our topics will include:
- Implementation – Imagination and Innovation
- Obstacles & Setbacks – Stress Management
- Integrity & Ethics – Self Fulfilment / Actualization
Please set time aside for your preparatory work, and call your coach with any questions and comments.
From all of us – the Polaris Team – to all of you, every best wish for the Christmas season, and may your New year be happy, prosperous and filled with wonderful, warm memories!
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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!
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of expertise that could benefit you. An exploratory consultation
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