December 2008
The developmental digest for emerging leader/managers devoted to growth and excellence
CONTENTS:	Section 1 - Topical Topics   - Leadership in Practice   - Timely Insights Section 2 - Talk Back   - Dear Coach   - Commentary   - A Point of View Section 3 - On the Horizon   - The Positive Workplace   - Opportunities and Challenges   - Reach Out Section 4 - Secure Site
Section 1	- Topical Topics
	Leadership in Practice An unexpected challenge . . . I’ve often observed that leadership is everyone’s responsibility, that it needs to happen at every level within the organization, and that all too few people will step up to the plate when needed. In fact I must have said it all once too often because I was directly confronted and challenged on my article last month. Mary (not her real name) is an extremely competent receptionist with one of my client companies. We’ve known one another for several years and enjoy a good level of rapport which makes my visits so much more pleasant. You can appreciate my astonishment last week when I arrived for a coaching session with her president and she greeted me with, “I’ve got a serious issue with you, so see if you can spare me a few minutes after your meeting” The coaching session was a struggle. I couldn’t imagine what Mary’s issue could be and her demeanour had certainly not been flippant – she meant ‘business’. I was very tempted to enquire of her president, in case she’d mentioned anything to him, but decided this would not have been appropriate. It was with some trepidation that I approached her following the session. Mary had already arranged for someone to relieve her at reception and led me to an adjacent meeting room. She’s a confident and self-aware person and she was clearly taking charge of this situation. I awaited her opening statement with some nervousness. “I read your article in Polaris Digest last month,” she said, “and I think you should be a lot more careful with some of your opinions!” Before I could respond, “I wasn’t even aware that you read Polaris Digest!”, she continued with, “Oh yes, we all read it, and most of the time it’s good stuff, but I think you hung us out to dry with your comments last month!” Now I was truly bewildered. I could not recall what I might have said that would have caused her such concern. “Hung you out to dry?” I queried, “What does that mean? What did I say that has created such discomfort?” “You said that everyone in the organization has to be responsible for leading continuous change, and my boss eats this stuff up and was on my case immediately about doing just that. Well, I’ve never been trained for that and when I asked her what I was supposed to do exactly, she couldn’t tell me. She just said that it was obviously the right thing to do so I’d better think seriously about it if I wanted a good review this year”. The light dawned on me; I’ve been irresponsible in strongly urging a course of action without first preparing the ground. Mary was right to be concerned and also peeved. She had not ever considered herself to be a leader and the demand for a performance escalation must have felt like a serious side-swipe. It’s easier than you think . . . I could see a way ahead so I took the plunge. “You’re a parent, Mary; you’ve often told me about your two boys and their experiences as teenagers. You’ve also shared with me several of the situations they’ve found themselves in where you had to take unusual initiatives and sometimes corrective action. This is leadership on your part and it seems to me that you do it very well”. “I don’t think that’s the same thing”, she responded, “I’m not dealing with teenagers here”. “Can we explore it for a moment?” I said, “Do you recall the definition of a leader that I use?” She opened a folder and took out a print-out of the Digest. “I have it right here,” and reading from the text, “a leader is one who focuses the desire for change that’s resident in others and who then facilitates the realization of a sustainable new reality”. I asked her to identify the two active verbs in the definition, and for the next fifteen minutes we talked about how these actions presented themselves in her work as receptionist. I learned more about her role and contributions than I’d expected. More importantly, Mary acquired a whole new perspective on the impact she was having on the organization. Let me trace the main points because they’re most valuable. The two active verbs in the definition are ‘focus’ and ‘facilitate’. Focus means ‘a state or condition permitting clear perception or understanding’ and ‘a center of activity, attraction or attention’. Facilitate means ‘to make easier, to help bring about’. Every time any visitor or employee asked a question or made a request Mary’s primary task was to clarify and confirm expectations, perceptions and understanding; in most cases she would then initiate action that would resolve the stated need. In the process of doing this she was required to exchange both rational and emotional intelligence and to build substantial agreement and mutual appreciation often from incomplete information and confusing assumptions. Mary readily identified her role as a problem solver; “There are some days when I’m a real miracle worker”, she said, and I knew this to be true from personal experience with her.   She admitted that her personal satisfaction was significantly enhanced whenever she could accomplish the end state with optimal effectiveness and efficiency as well as when she could use a little imagination along the way. “I really like to make things work and be easy for people,” she offered, “and this makes us both feel good! They come to me with problems and sometimes with low expectations and I just make it all happen for them. They go away feeling that they’ve been successful and I feel like I’m adding value for them and our Company”. She was now able to look at the definition with fresh eyes. The role of leader wasn’t a mysterious process that was reserved for special persons; it was a way of dealing with others that made things happen and added value. Mary wasn’t required to be different, to act in a superior manner, to present herself as being more advantaged or to claim unusual powers. All she needed to do was to clarify needs and then clear the way for others to be able to achieve outcomes that would serve their particular interests. She was particularly impressed by her new understanding that the leader worked mainly with the wants and desires of other people; specifically with their motivational energies which she could then use to help them achieve whatever it was they needed. Progressive action . . . Once Mary had learned to look at the leadership role with her new eyes, she could see many applications as parent, spouse, colleague, friend, community member and a whole raft of other roles. It was something she was engaged in each moment of every day – and she was really effective most of the time. I then offered the additional aspect of ‘positive deviance’ – going beyond expectations, doing whatever was required or demanded, to where it was possible to ‘delight’ the other person. She could see that this would require special attention to another person’s expressed needs, listening very carefully to hear what might be needed but perhaps was not being mentioned, and to discover benefits that would be highly valued but which had not been identified in the request. “It’s kind of like going the extra mile”, she suggested. “There are times when I can do that but it isn’t always possible”. I agreed; but then asked her how she felt whenever it did happen. We agreed that the residual benefits to both sides made it worth the effort; in fact these were the events that she remembered and discussed at the supper table because they’d made her day. They needed to be actively pursued. There were occasions though when she wasn’t entirely focused on the other person. There are so many distractions in a receptionist’s role – telephone calls, work assignments, conflicting priorities being not least among them. Real focus was essential, however, if that magical positive deviance was to become the norm. How long, in actual time, does it take to establish meaningful contact with another person though? After reflection, we decided that it took just fifteen to twenty seconds but these had to be the first fifteen seconds of contact – it didn’t work if the other person had to wait for attention. There’s a parallel here with the medical practice of triage where in-coming wounded are assessed, first-aid treated and sorted immediately upon arrival, then routed for proper detailed attention. Using the model, Mary quickly identified a few changes to her established practices that would allow her to discover more opportunities for delighting her customers. Her focus had shifted and clearly she had taken her own initiative. The bottom line . . . If Mary had not spoken up, as perhaps she had not with her own supervisor, she would have missed the chance to examine her beliefs and perspectives which underlie her every action. Having taken the time to explore the ideas that had originally frustrated her, she was delighted to discover she was already more than she had recognized. She was also ready to invest in some valuable self-initiated growth and development which will undoubtedly enhance her performance and personal satisfaction. We parted as friends again. Mary was always good at how she contributed in her role, but I believe she has gained a fresh perspective that will expand her horizons, build greater self esteem and truly optimize her sense of contribution and personal accomplishment. There are many ‘Marys’ in our organizations, people who do not relate fully to the vital leadership potentials they possess and who could contribute so much more by a simple change in the way they view the world of work. It takes just a little time to invest in expanding shared understanding – a little focus and a touch of facilitation. Think about it, please. 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 refine and expand the essential value of these initiatives. Thanks in anticipation for your participation.
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	Timely Insights . . . The Daily Stat . . . This is a very useful yet entertaining service offered by Harvard Business Publishing. A brief vignette is delivered to your mail box each day revealing an insightful, sometimes irreverent statistic or summary observation on business issues. The content is reliable for all its provocative nature and invariably stimulating. More often than not, I find myself reflecting on the essence of the message within my own realities and this can lead to some fascinating revelations and hard action. When I need further insight I can pursue the quoted source or investigate additional readings. I can also revisit previous items through the sidebar. It’s a good way, I find, to change mental gears in the course of the day. Try it for yourself; who knows, you might like it too! http://view.ed4.net/v/U8N1/DEV78/UUP3LJO/I5A7C/ A Mental Gym . . . It’s very important to set aside time for physical exercise on a regular basis; no one would disagree with this. It’s equally important to reserve some time and space for mental exercise if you want to remain fit and productive at the intellectual level. The way I do this is to participate in a subscription to SharpBrains – the Brain Fitness Authority. In collaboration with Scientific American and promoted by The New York Times, US News & World Report, and other reputable authorities, this program offers a range of stimulating activities designed to keep your mind in top form. Go to http://www.sharpbrains.com/ for an overview of the services and benefits. You’ll be impressed, I’m sure. No matter what approach you favour, you’ll find something to capture your interest and engage you in positive action. My Christmas Wish for you . . . I wish you, one and all, heartfelt compliments of the season. May you get everything you want – and not get caught!
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Section 2	- Talk Back
	Coach's Corner . . . A selection from frequently–asked questions Dear Coach, I’m beginning to hate Christmas and other people’s vacations. All they seem to do is increase my workload and throw my work-family balance out the window! I’m regularly putting in more than sixty hours a week and I can’t think of any way to discuss it with my boss without sounding like a whining whatsit! Others are affected as well so how do I handle this without being seen as a poor team player? Response: This is one complaint I hear often – too much work / too many demands / we’re all ‘snowed under’. It’s also a most persistent problem because very few people feel they’re able to do anything about it without gaining the reputation of being labelled as a whiner and/or letting the side down. My impression is that the real issue is the fact that the overworked condition is disempowering for so many.  We have all experienced overwork, especially as leaders and managers, and recognize that it will generally adjust itself as time and circumstances change. What we never appear to accommodate successfully is the feeling of helplessness, of being a victim of factors outside our control and being severely restricted in our choices in action. Yet if we don’t do something constructive about it, it becomes an internal ravening beast and feeds on us in the worst way. ‘Talk it out or you’ll act it out’, is the maxim; it won’t quietly go away. Over time, stress levels and their nasty consequences will accumulate, organizational loyalty and cohesion diminish, relationships and mutual confidence wane, physical and emotional health deteriorate and life balance, as you say, goes out the window. On top of this, speculate on the negative impact on work productivity, quality, resiliency, innovation, initiative, staff relations, tolerance and the personal toll on nutrition, sleep, self development and image (self and corporate). We have no choice but to tackle this issue sooner rather than later. Firstly, let’s take a closer look at why you’ve accepted this horrendous condition up to this point. It’s probably all in the stories you’ve been telling yourself – remember that the person who lies to us the most is our self! Your opening statement implies that the source of your frustration is in factors outside your control – Christmas and other people’s vacations. There’s another story there too in the assertion that you’re limited in what you can do about the situation. The net result – you have to suffer, you have no choice. Here’s a short series of questions I invite you to ask yourself. You’ll need to be scrupulously honest about the answers you give in order to break the chain of self deception and you may find it useful to rehearse the process with someone you trust. Even so, you won’t find the course an easy one but should you pursue it, you will find the relief you’re seeking. What is my contribution to this ‘untenable’ situation? At the very least I could be unduly passive, failing to speak out when I know I should. I may be rationalizing both the circumstances and my lack of action, pretending that the situation is not resolvable - in the short term anyway. This way, if I do nothing it will eventually go away and I’ll be seen as the enduring, long-suffering hero. Am I telling myself unsupportable stories designed to minimize the risk of possible embarrassment, accepting and excusing ineffectiveness and inefficiency? Have I decided that things could be worse, that I’m not as badly off as some others, or that it’s better than having no work? Am I feeding the dogs of self pity and becoming a victim of circumstances? Have I made others the scapegoats, like selfish, money-grabbing, heartless executive management who would rather work us into the ground than spend one unnecessary cent? Or is it perhaps the slothful, lazy miscreants who will surely get what they truly deserve one fine day? What would be the most reasonable course of action?  If I can accept that reasonably intelligent, rational persons would want to correct such an imbalance, with whom should I discuss the situation? True, there are a few who don’t care enough to take action but most senior executives are caring, long-sighted and empathic individuals who want sustainable results – and not at any cost. There are potential solutions in several areas within most organizations – temporary resources, reassessed priorities, realignments, out-sourcing, extended deadlines, renegotiated contracts, automation and technological enhancements, and others. Such are rarely less than a group or team strategy, so others need to be brought into the picture so that the right decisions can be taken. It’s not personal – it’s not just about you. The future prosperity of the organization may be at stake here. You may be the point-person though, feeling the heat of a problem before others do, so be ready to identify the issue while there are still options available to resolve it. What’s an intelligent first step? The issues here are perhaps work quality, resource management and conservancy, customer confidence, market image and advantage, staff morale and retention, and strategic advantage. Where are the main impacts (costs, timings, quality standards, etc) and what could be the precise consequences for your situation? It is possible that you are experiencing the first symptoms of a much larger situation much in the same way that a persistent headache is often the early symptom of a far more serious condition. In such a case you would insist upon a full and proper diagnosis – is this any different? Your expectations of reasonable life balance, time for development, exercise, learning and review, relaxation and social bonding are normal; they should not be sacrificed without consideration. How can I make an approach in a safe way? What would be a responsible request and opening statement to spark the necessary discussion? Seek permission for an exploratory private discussion with your boss within the context of organizational objectives and standards. A good framing conversation would be to describe the gap you are observing between expectations and experiences. Stay with the facts and avoid emotional expressions, emphasizing that it’s the organizational impact that should be managed primarily, not just its effect on you. You can refer to personal expectations but within the context of organizational demands. The aim, after all, is to optimize your contribution. I hope this helps.
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	Commentary It’s Christmas . . . Do you ever read children’s books? Usually I don’t! There are so many other books on my reading list, most of them are work related and designated as professional development. There are also a number of general books that others have referred to me and the recommendations are so enthusiastic that I don’t dare refuse. So, when would I ever have the time for children’s books? Then I read one . . . but only because I’m a grandfather. The unexpressed expectation when you share precious time with grandchildren, I’ve discovered, is that you’ll read and/or tell stories – reading is often easier than telling! One brief story I read to Emma and Charlotte was about a crusty old man who lived alone and who was shunned by the neighbourhood. One day the mailman brought him a package containing candies. He couldn’t fathom who would have sent them but it changed his social attitude and he began going out to meet and greet people – to being a part of his community. Then the mailman told him it was all a mistake. The package had been intended for someone else. He immediately withdrew into his shell. The children of the community, however, decided that this was not acceptable so they planned and implemented a scheme to bring him out again. The outcome of the story is touching – why not find and read it? This encouraged me to reflect that there are a lot of crusty people in our organizations who need just one simple gesture to bring them out of their state of isolation and into the sunlight of friendship. Once they’re out, it’s a simple matter to keep them there – even a child can do it! Wouldn’t the world of work be a far better place if we all cared enough to be child-like when faced with surliness or other unpleasantness? Christmas is a great excuse to be other than what we normally expect of ourselves. Let’s see if we might squeeze in just one child-like act of kindness to address a less-than-desirable relationship – a smile, a word of appreciation, , a small deserved compliment, the sincere solicitation of an opinion or simply an invitation to share a cup of coffee. The important thing is not how you might make someone else feel – but rather how it might make you feel about yourself. Go on – treat yourself – you deserve 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. When Days are Short and Dark . . . This is such an interesting time of year with its apparent deteriorations and contrasting enhancements. On the one hand the days are becoming shorter and the weather is worsening, but our expectation of joy, anticipation of happy shared events and eventual pleasant experiences are rapidly increasing at the same time. This isn’t accidental; it’s not just a happy coincidence! We’ve planned it that way since time immemorial. The ancient Celtic rituals of Samhuinn (Samhain) on November 1st and Bealtuinn (Beltaine) on May 1st particularly, open and close the season of darkness when the sun’s at its weakest. The epitome is winter solstice on December 20th. These are festivals, time for celebration and rejoicing because we know – deep down – as we enter this season that things are already on their way to recovering their former glory, life is being renewed and fresh life-giving opportunities are emerging. For many, this is what makes the dreary, depressing winter bearable – the full and unqualified expectation that everything is now improving with every day that passes. As leaders and managers we can afford to do no less! What goes around will come around, and what goes up will come down. Surely, it’s a vital part of our role in focusing and facilitating change to include this positive anticipation. It may not contribute a great deal of substance but it certainly lubricates the change processes. I’ve heard enough gloom and doom and I choose life! I do not see any advantage in continuing to predict the worst when my experience tells me that there’s a slightly better than even chance that the situation will improve. As Sir Winston Churchill once said, “A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty. I’m an optimist; there’s really no point in being anything else. Well, that’s the way I see it anyway. David
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Section 3	- On the Horizon
	The Positive Workplace T’was a night before Christmas, and all through the town, Few creatures were stirring, they thought me a clown; With a smile, cheery word and joy in my heart I all but begged their frowns to depart.... It was a night I shall long remember. The rain was sleeting down, the sidewalks were slippery, and the mall was all but empty.  Hallelujah! A few moments of quiet to savour the season. ‘Twas then that I heard someone ask, ‘And what are YOU so happy about? Me? Was I supposed to be miserable?  It’s Christmas, after all. The season to be jolly, and all that. But times are hard, you say. We’re having to tell our kids that Santa’s had a rough year. There’ll be no dancing, no prancing, no Vixen kibitzing    Just dashing, gnashing, and grim tidings galore. Bah, humbug!  Need it really be so? It’s time, I’m thinking, our woes to be shrinking - We’ve nothing but progress to make. So do not disparage, Permit me to encourage! OK, so I’m no poet.  But I am sure you have the gist of my message. As others have told us, we are what we think. Like attracts like. and, we get what we focus on. What are you focusing on? We have choices.  We can be mindful of the things we do have – right here, right now.  Our health, a roof over our head, fresh water to drink, and more than enough food, friends and family to nourish both body and soul. How often do we take these good things for granted? We can choose to focus on the good that does exist. Right here! Right now! But perhaps we’re becoming so good at coping with difficult times we now spend our time keeping watch for impending disasters, and the next opportunity to flex our resiliency skills. Perhaps we’re forgetting how to savour – how to delight in the good times, the little things that make such a difference. Where will you be spending Christmas this year?  Will it be in the possibility of some fresh disaster that may befall us?  Or will you be savouring every moment for what it is, and what it brings? I know where I will be.  Do you? Amanda 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. Most of all, we encourage them to care – about themselves and about others. Doesn’t this sound like the kind of leader you’d like to be? 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. This leading-edge personal development program is winning plaudits across the board. Please contact us for details of qualifications required and registration processes - info@polarisprogram.com or  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 Participants. . . Accessing the Essential Information Bank... 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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