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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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A Leader’s Path . . .
In this, the last of a series focusing on template construction, we’ll examine one route that emerging leaders could follow to establish impeccable credentials.
In July/August, we considered some of the leader’s Leveraging tools. In September we looked at Mindset and in October at Strengths. In last month’s issue, I shared some thoughts on the leader’s Temperamental profile – a ‘snapshot’ of where the leader is at any given point in time.
Now it’s time to trace a pathway that will take us to leadership. I intend to lean quite heavily on the work of Robert E. Quinn, M.E. Tracy Collegiate Professor Business Administration and Professor, Management and Organizations - Ross School of Business, at the University of Michigan’s Center for Positive Organizational Scholarship. Quinn has produced some intriguing work on “Entering the Fundamental State of Leadership: a framework for the positive transformation of self and others” (2005).
Trial through Hardship . . .
First though, a personal story – if you’ll permit me.
Many young people experience a deep-seated desire to prove themselves – both physically and intellectually. I’m using ‘prove’ here in the sense of testing to establish true merit and potential. For me, the forum was the British military, specifically Officer Candidate School, a gruelling, intensive and extended challenge of some twenty weeks.
The initial intake of candidates was eighty persons but it was made very clear that just fifteen or sixteen of us would graduate – just one in five would emerge as officers in the Royal Air Force.
Among the culminating tests was “Winter Harvest” – an escape / evasion / survival exercise in the Brecon Beacons, a rugged, mountainous area in North Wales. The objective was clear. We had to reach a target zone more than fifty miles away across inhospitable country while evading capture by 22SAS - an elite Special Forces unit known for their military prowess and lack of humanity!
Thirty of us remained in the program at this point. We were divided into six teams of five and told that we would be competing with one another. We all knew though that the real competition was that just fifty percent of us would ‘make it’ it real terms – to graduation - and this was certain knowledge!
Our team had problems right from the outset. Our drop-off point was fifteen miles further away from the one we’d anticipated, although it took us several hours to discover this ‘intentional’ accident; two of our kits – one containing our rations and one personal kit - had been ‘lost’; it was early December and the weather was foul – icy driving snow and sleet; then one of our team slipped and broke his ankle while we were being harassed by the ‘enemy’ and within thirty minutes of the drop-off. Not an auspicious start!
The outcome of this memorable interlude was a complete surprise to me. Our team ‘won’ the exercise – earning 78 points relative to the next most successful team with 52 points. We were the only team to succeed – that is getting all five members onto the target without having been captured. Not only were we surprised, so were the Directing Staff and our fellow candidates. Four of members of our team graduated a few weeks later with the remaining member being ‘re-coursed’ due to his injury.
I’ve analyzed this event many times over the years, and the results are worth sharing. During the immediate debriefing it became clear that each of the other teams had
- relied heavily on expertise available to them among their members (mountaineering; survival; tracking; medical; military experience; etc);
- appointed a team leader at the start and stayed with that decision even in the face of recurring concerns and doubts;
- adhered to a fixed plan of action throughout the exercise, applying it rigidly and forcefully on occasions and even protested that ‘rules’ had been broken in execution by others.
Our team, on the other hand, had taken an ‘heretical’ approach, in that we
- had no expertise in any related area, were in effect the ‘runt’ team, and we’d had to rely on our natural abilities – in effect upon our personal strengths;
- shared all decisions using consensus methods, and also shared responsibilities and workloads;
- kept our options wide open and flexible, rolling with the punches and dealing with issues as and when they arose;
- bonded over the three days, remaining very close for many years afterwards.
The lessons learned were also clear:
- Strengths can and will overcome deficiencies in knowledge, skills and experience even (perhaps especially) under extreme conditions. There’s an old axiom which asserts that ‘old age and wisdom will prevail over youth and cunning every time’.
- Social bonding is a most powerful instigator and motivator within a group; and
- Responsibility that’s accepted by individuals in the group will enhance commitment and resiliency.
Leadership is the act of influencing people – where one can impose ‘expertise and superior knowledge’ or alternatively offer ‘personal strengths’ to advance the outcomes that directly affect the group. My Brecon Beacons experience, as well as many others since, has demonstrated to me that there’s really no contest between ‘expert experience’ and ‘personal strengths’.
A sound, practical approach . . .
Now let’s consider Robert Quinn’s work. He observes that substantial or transformative change – getting people to transcend their self-interests and embrace the common good – is worth emphasis. He also advocates an approach that bridges the two worlds of scholarship and practice – dealing with both causes (scholarship) and outcomes (practitioners). It’s possible, he says, ‘to generate frameworks that are both conceptually sound and able to guide constructive action’.
In his working paper, published in May 2005, he specifies four dimensions that need to be addressed in the journey to sound and practical leadership in a transformative context. These dimensions are
- Intention – What result do I want to create?
- Integrity – Am I internally directed?
- Subordination – Am I other-focused?
- Adaptability – Am I externally open?
These are simple questions on the surface but much more profound under scrutiny. Let’s take a look at each one as a ‘first pass’:
- What result do I want to create?
- Do I know what I want?
- Do I regularly clarify purpose?
- Can I state my present vision?
- Am I living proactively?
- Am I internally-directed?
- What do others expect?
- What are my values?
- Am I courageous?
- Am I authentic?
- Am I other-focused?
- Who is in this relationship?
- What are their feelings?
- What is the common good?
- Do I serve the common good?
- Am I externally open?
- Am I moving forward in faith?
- Am I fully in the present?
- Am I improvising?
- Am I open and adapting?
These are the essential questions, he asserts, that each one of us must answer, fully, continuously, progressively and with total integrity, if we are to make the necessary transition from being in the ‘normal’ state of:
Comfort-centered
to becoming |
Externally directed
to |
Self focused
to |
Internally closed
to |
| Developmentally oriented |
Inner directed |
Externally aware |
Open and resilient |
Quinn offers a very useful tool – An Assessment and Guidebook – which ‘walks’ us through this transformative process. It’s relatively complete with definitions, arguments, methodology, examples, a self-assessment and checklists, and well-worth the few hours that mastery of the process demands. The transformative process itself is ongoing, of course, but exposure to the workbook will entrench the fundamental questions that we all seem to forget to remember in the maelstrom of life.
My suggestion is that this approach is indeed substantial and entirely beneficial but it would be hard work and less than efficient if it is not closely combined with input from other valuable sources. In particular, I’d recommend merging the process with two profiling tools – SHL’s OPQ32i – Leadership profile and the DTI Inspired Leadership strengths profile.
In combination these two profiles, both based on a common four-step leadership intervention, namely
- Developing the vision / Creating the future
- Sharing the goals / Clarifying values
- Building support & commitment / Enthusing, growing and appreciating others
- Delivering success / Ideas into action
will allow, even encourage a composite – a complete and relative awareness of both temperament and trait components – that will be enlightening to say the least. This is indeed a personal journey that’s well-worth taking!
Where to from here . . .?
To emerge as credible, successful leaders, to influence others in a positive, transformative sense, and to realise our fullest potentials as individuals, seeking to become the very best we can be, we must take on an ‘Inner Quest’. It’s intensely personal, daunting, even formidable and fraught with inner perils, but it is our journey, our personal Holy Grail – one that no other can undertake on our behalf.
We must transcend the polarities that Quinn describes so eloquently, and arm ourselves with certain self awareness, knowledge of our cognitive traits and, perhaps more so, with the temperamental personal strengths that are our enduring legacy. We need to experience the episodic peak performances to which Quinn refers, and also to find those magic moments of personal and communal flow that will reinforce us along the way.
It’s only by overcoming the personal hypocrisies of our own so-called normal condition and realizing our personal transformative potentials that we can be true leaders for others to follow.
Welcome to your Quest!
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 . . .
Decisions without Blinders . . .
Success in many organizations depends upon the quality of managers’ decision-making. Yet in making high-stake decisions many managers unwittingly don ‘cognitive blinders’. They don’t see or seek out vital information, or they fail to use what they do see, and/or they don’t share it with others. The result is blind spots that can have grave consequences.
To remove such cognitive blinders we must first train ourselves to see information that may be outside our awareness – by asking questions such as “What if our strategy is wrong? How would we know?”
When individuals provide data justifying a proposal we need to insist that they also provide contradictory evidence – data acknowledging the proposal’s risks and possible shortfalls. We must also avoid the tendency for decision-making teams to rely overly on common knowledge by encouraging them to share information and opinion that only they possess.
Not every decision requires such extensive evidence gathering. When an ill-informed choice would generate irrevocable damage, then you should rigorously collect all the data needed for a wise decision. This way you’ll preserve your organization’s integrity and its profitability.
Source: Decisions Without Blinders by Max H Bazerman and Dolly Chugh HBR Jan. 2006 (Reprint #2998)
Creating the Internal Images . . .
It’s conventional wisdom that selling a tangible item is somewhat easier than selling one which is intangible. After all, the buyer can touch it, feel it try it on for size – in short, experience it.
As leaders and managers though, most of what we have to sell is very intangible – ideas, visions of a possible future, desirable outcomes, and similar. Tangible products can be returned if they fail to provide satisfaction, ideas cannot. Tangible items are ‘here and now’ while intangibles are often way off in the future.
Yet, our success as a leader / manager depends on our ability to bring people on-side with our ideas. We have perhaps already experienced the so-called realities and benefits of an idea for ourselves but now we need to translate its essence to others. They have to experience the idea – but in their own reality.
The secret lies in helping them to attach the new idea to something they already value. The substance of the idea may be intellectual – but the ‘glue’ is inevitably emotional. Both are needed if the idea is ever to affix itself firmly in its new home. So how do we accomplish this?
What works for me are stories and analogies. Everyone enjoys a story and it’s hard to engage in one without some measure of emotion. In heterogeneous groups, analogies can often work just as well – as long as they have common value and consensual application.
So, if you have an idea that you want to transfer to the realities of others, tell them a story, share a common experience, entertain them and invoke their feelings alongside the raw intelligence to have to deliver. Try it – it works!
The Christmas Spirit . . .
“It is better to give than to receive”, were the wise words delivered by my sainted Scottish aunt every Christmas. As a young child, this was hard to wrap my mind around. As I gained a few years and some hard experiences, it began to make more sense. I’ve even tried it once or twice.
Now, it is my gift to myself. I figure it this way – I have earned the right to feel good about myself, following a whole year of putting up with ‘guff’, and the easiest way I can feel good is to see it reflected in others. That means I have to go out and find it. That’s where I’ll be – see you there!
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection of frequently-asked questions.
Dear Coach:
We recently acquired a new team member – very bright, energetic, enthusiastic and clearly a person with a lot of potential. He seems to be making a good impression on everyone, especially the senior management group and many of our important clients.
My problem is that I can’t tolerate some of his behaviours when we are working in small groups or one-on-one. He has the habit of using very thinly-veiled obscenities and profanities on a continuous basis – practically in every other sentence. I’m no prude but I find this distracting to say the least and offensive at worst. How do I influence his language positively and without alienating him?
Response:
I see your quandary – many will use such language on occasions but the limits of acceptable practice are not so easy to manage. Most people will put up with bad language even if they don’t care for it; and many feel too that it isn’t worth the trouble and possible risk to confront it. You don’t want to send the wrong signal, especially since the person seems careful to avoid direct expressions, and you’re not disposed to isolate yourself.
The ‘thinly-veiled’ reference is interesting, suggesting that he is deliberately pushing the envelope, perhaps attempting to project a distinctive image of himself. If this is the case, he probably has his own interpretations of the impact he’s making, seeing himself as ‘a ‘swash-buckling’ type maybe. If enough people react either positively or at least neutrally, the behavior will likely persist.
Much depends on the prevailing culture of your organization and industry – the ‘norms’ being distinctly different among industries / geographical regions and other social groupings. If such behaviours are the norm, being condoned and/or tolerated, you’ll need to make a personal case. If not, then you could enlist a little help from within your immediate group or from within your organization.
The best remedial strategy is one of ‘minimum force’ – using just enough to resolve the issue, no more. Be very careful not to let your intervention run out-of-control, but rather make it a demonstration of the ‘power’ of subtlety. Keeping it both personal and subtle means using the art of suggestion versus the weight of rational observation and consequence.
In this case, do not make references to the impact of his language generally, to possible negative outcomes or to its career limiting potentials. Instead focus on the quality of interaction and contribution in those engagements where you are a participant.
Begin by asking for a moment to discuss some ideas that would benefit you and him in the ways you’re working together. Emphasize the aspects of mutual purposes and interests, and the importance of building an increasingly effective and pleasant relationship. When there’s a level of agreement on these points, introduce the fact that there’re aspects of the working relationship that are a small concern for you right now and that you’d like to resolve them with his help.
Now deliver on the facts – stating that there are some expressions he has used that have made you uncomfortable and distracted you from the work you’re attempting to do together. Explain that you recognize that it’s your problem and that you will manage it, but you would appreciate his assistance in keeping the initiating events to an absolute minimum when you are directly interacting with him.
Most people are quite sensitive on such matters and you may need to say no more – and if this is evident in his response/reaction, stop right there. Should he make light of the matter, suggesting that his behavior is more the norm than your responses, acknowledge this and ask only that he remain aware of your discomfort.
The objective is to raise his awareness of how his strategies are being received. Given adequate room to maneuver and no direct challenge to his dignity, it’s very likely that you’ll see an immediate change in his interactions with you. New strategies that move in the right direction should be gently and quietly reinforced as and when they occur – eg “I really appreciate your considerations”.
Should he react negatively to your request, dismissing your concerns and ignoring your appeal for help, take the matter to your HR professional and ask for an intervention. Offensive language is not something that has to be tolerated in today’s business organizations.
Good luck!
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Commentary . . .
Giving away the Store
“I’m at the end of my tether,” she confided in me recently. “I simply can’t take on any more and the demands just keep on coming – and yet somehow I always seem to manage,” she finished weakly.
I felt a pang of sympathy. I’ve known for a long time just how dedicated she has been, working longer and harder than anyone had a right to expect. It was no surprise that she’d reached her limit, in fact I had wondered why it hadn’t occurred sooner than this.
Anne is the consummate accommodator. She never says “No” to any reasonable request - nor to most unreasonable requests come to that!. Anyone can demand a ‘little favour’ from her and know that she’ll take it on no matter how pressed she might be. On many occasions I’ve asked her, “Why do you do that?” – of course there’re always ‘special circumstances’.
Over a coffee I encouraged her to explore her basic motivations – it wasn’t an easy or pleasant conversation! There seemed to be some basic fears that were likely driving her, including the following:
- She needs to be seen as super-efficient and supremely capable
- ‘Reliability’ and ‘dependable’ are her chosen middle names
- She’s ambitious and always chasing successes - no matter how elusive
- She believes that security is possible only through diligence and hard work
- She wants to be wanted, and even perceived as indispensable
- She desperately needs to be liked and accepted.
This is one very powerful set of drives. Those who work alongside her can sense her energy even if they can’t see it and they are quick to take advantage whenever the opportunity arises. They feed the flames and stay warm and comfortable by the fire. Meanwhile Anne is being consumed by her own heat. It isn’t nice to take advantage of someone’s drives but then who among us can resist the temptation?
I asked her, “What are you really telling others about yourself when you accede to every request, and also what do you think others really think about you?” We surfaced some of the possible responses:
- She lacks meaningful agenda items of her own
- She doesn’t value her own time as much as that of others
- Her goals and priorities are less important than those of others
- She rarely puts up any significant resistance - she’s an ‘easy mark’
- Her self respect is a negotiable commodity.
Every successful person has to learn to manage their own priorities. We cannot be a benefit to others if we can’t manage ourselves. Anne needs to learn this lesson for herself, and hopefully before it’s too late. Already she’s feeling very frustrated, stressed, annoyed with her reactive stance and now she’s losing her self-esteem. She is not managing her own priorities for certain.
Saying “No” to people is hard for people like Anne. Saying “Yes” is easier – in the short-term, but much harder over time – because it feeds the flames. There’s a definite skill to be mastered here, and it may well require some rehearsal. One can find ways and words that are polite, diplomatic and sensitive but also definite. It isn’t necessary to find excuses, only to state the reasons – quietly, clearly and firmly.
We all have limited resources, especially time and personal energy. It’s often better to focus and concentrate what we do on those priorities that make sense for ourselves, than always to be ‘externally directed’ by others’ priorities. We can derive greater benefit generally by staying in control of our own agenda than by sacrificing it to other peoples’ priorities without careful consideration.
As was said so succinctly in the famous Fram Oil Filter – you can pay now or you can pay later! Say “No” now, voluntarily and deliberately or perhaps later - when you’ve collapsed from sheer exhaustion and/or confusion. This is Anne’s immediate choice.
Might it be yours too?
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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.
Using Personal Strengths
Learning about personal strengths has really opened my eyes. There was a time when I thought what mattered was what people had in the way of knowledge, skills and experience. Now I know that’s only part of what they have to offer.
I know that when I ask someone to make a contribution based on their cognitive skills - knowledge, skills and experience - they tend to feel justified. That’s their ‘due’ after all; why wouldn’t I employ their hard-earned abilities?
Then I discovered that when I asked someone to use their cognitive competencies and also their personal strengths, not only did I get more from them but they felt really good about themselves – recognized, appreciated and valued. I was giving legitimacy to their unique characteristics and abilities as well as what they had gained as expertise and experience over the years.
This has made a big difference - to them, to me and also to the organization. I don’t know why it never occurred to me before. People are energized and they find a lot of satisfaction and fulfillment when they are fully engaged – competencies and strengths being used to make their contributions!
I’ve often wondered too why some people perform only to a mediocre standard in their work role while they really excel in other ‘extra-curricula’ activities. I’ve known several individuals who were pushed to make the grade as middle managers, and yet who were Mayors of their communities, Group Scout Leaders, officials in their church or similar. What were we missing here?
I think it all comes down to them being able to use their strengths, the things they’re good at, the things they enjoy, that make them passionate, energize them and make them want to get out of bed in the mornings. This certainly works for me!
So, next time you’re hiring or promoting someone, make sure you’re not pushing them deeper into the hole of mediocrity. Find out what their strengths might be and make it possible for them to engage all - or at least most - of what stirs their juices! They’ll be happier, and so will you!
Well, that’s my opinion anyway.
Francis Kellman
Controller, RiteForm Inc.
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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 –
Professor Jay Conger, University of Southern California, speaks on leaders who sit in a powerful spotlight
Remember to review the lesson Summary, Ideas for Action and Questions to Ask. It will take you just a few moments to gain a fresh perspective – well worth the investment!
Try it – you’ll like it!
http://www.50lessons.com/
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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Purpose and Passion . . .
by Amanda Horne
As we drift into what’s turning out to be a very warm summer (hello to my Northern Hemisphere readers!), consider what your work might be like in 2007 if you could improve your sense of purpose and meaning. Do you generate passion, purpose and pride at work for yourself, your staff and colleagues? Are you, as some clients recently put it: “moving from banality to purpose” and “finding passion which leads to our desire to stick around”?
People are motivated by meaning and purpose, and this includes not only the kind of work they do, but the people they work with, their leaders and managers, and their clients/customers. When your work is connected to the mission of your team or organisation, there is an increase in satisfaction, self-direction and engagement. A loss of purpose leads to high burnout rates and depression, and this in turn demoralises the people around you (Dr Russell D'Souza, Senior lecturer in Psychiatry at Melbourne University - Bulletin Magazine, “Down with Work”, 7 June 2005).
Meaning and purpose at work are important factors in increasing employee engagement. An article in this month’s Australian Financial Review Boss Magazine discusses the psychological levers to get more out of employees: “meaningful work, and a workplace we can identify with and feel a respected part of, is far more of a motivator than was once believed.” Research from the many organisations which measure employee engagement reveals that when people have meaning and purpose in their work life, they know what’s expected of them at work; their opinions count; the mission and purpose of organisation make them feel that their job is important; there is a clear connection between their work and the organisation’s mission.
Leaders are increasingly turning to “the concept of meaning, where people want to identify with something bigger than themselves - beyond the profits - and contribute to that” (Professor Roger Collins, Australian Graduate School of Management, “Companies Where People Want to Work”, Australian Financial Review, Weekend Perspective Section, 4 March 2006; see: PDF). Effective and influential leaders help each employee to find their purpose and passion. At the Gallup Leadership Institute Summit in Washington D.C. in October 2006, a CEO panel discussion emphasised the importance of not only helping existing employees to find a deep attachment to the organisation’s core issues, but to also do this during the recruitment phase.
Economists are also interested in the connection between employees’ meaning and purpose and the productivity of an organisation: employees who have a strong sense of identity at work have increased satisfaction and reduced turnover; they have a greater commitment to their organisation. “Having a job is important, but more important is the type of job people need to have a sense of meaning in their work” (Lord Richard Layard, London School of Economics, quoted in Australian Financial Review Boss Magazine, September 2006).
Is your work a job, a career or a calling? Your sense of meaning and purpose will emerge when you get the connection right between you and your work. The fields of Positive Psychology and Positive Organizational Scholarship reveal that knowing your strengths, and knowing your moments of flow are just some of the ways to help you find purpose. Once strengths are engaged, this leads to increased gratification and an improved mindset, enabling you to see the bigger picture - this creates an upward spiral of connection, engagement and commitment (Jonathan Haidt, “The Happiness Hypothesis”, 2006).
Finding purposeful, fulfilling roles at work is critical. As we move into a new year, take some time to reflect on what you can do to help you and those around you to be more fulfilled at work.
Wishing you all a peaceful, relaxing and enjoyable festive season.
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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 2
- Operating Strategically – Levels & Quadrants
- Influencing Others – Understanding Differences II
- Focusing Principles – Self Regard & Awareness
Work Out 8
- Implementation – Personal Strengths in Action
- Obstacles & Setbacks – Stress Management
- Integrity & Ethics – Personal Resiliency
Preparatory assignments . . .
Work Out 3 (January 9)
The agenda for this session will comprise:
- Operating Strategically – Integrative Thinking
- Influencing Others – Relating Styles & Interventions
- Focusing Principles – Leadership Beliefs & Strategies
Work Out 9 (January 10)
The agenda for this session will be:
- Implementation – Imagination & Innovation
- Obstacles & Setbacks – Stress Management
- Integrity & Ethics – Self Fulfillment / Actualization
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.
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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!
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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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