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{t:"Lead People…Manage Things  ",p:2,x:187,y:66,w:380,h:40},
{t:"2 ",p:2,x:1073,y:75,w:20,h:30},
{t:"Lead People…Manage Things ",p:2,x:356,y:208,w:575,h:43},
{t:"Brian A. Ward ",p:2,x:536,y:252,w:212,h:34},
{t:"Customization ",p:2,x:187,y:348,w:198,h:29},
{t:"If you would like to customize this book for a particular audience, ",p:2,x:187,y:378,w:812,h:29},
{t:"contact the author at brianward@affinitymc.com  ",p:2,x:187,y:407,w:609,h:29},
{t:"Lead People…Manage Things  ",p:3,x:187,y:66,w:380,h:40},
{t:"3 ",p:3,x:1073,y:75,w:20,h:30},
{t:"Copyright © 2002-2006 by Brian A. Ward  ",p:3,x:187,y:326,w:524,h:30},
{t:"Worldwide rights reserved, including the right of reproduction in whole ",p:3,x:187,y:356,w:874,h:29},
{t:"or in part in any form. No part of this text may be reproduced in any ",p:3,x:187,y:386,w:845,h:29},
{t:"form whatsoever without the express written permission of the author. ",p:3,x:187,y:415,w:871,h:29},
{t:"First Edition March 2002 ",p:3,x:187,y:474,w:317,h:29},
{t:"Second Edition June 2006 ",p:3,x:187,y:503,w:332,h:29},
{t:"FACET Leadership™, The FACET Leadership Model™ and The ",p:3,x:187,y:562,w:773,h:30},
{t:"Customer Loyalty Grid™ are trademarks of Affinity Consulting. ",p:3,x:187,y:593,w:777,h:30},
{t:"Lead People…Manage Things  ",p:4,x:187,y:66,w:380,h:40},
{t:"4 ",p:4,x:1073,y:75,w:20,h:30},
{t:"Table of Contents ",p:4,x:464,y:282,w:358,h:43},
{t:"THE WORLD NEEDS GREAT LEADERS.......................................................9 ",p:4,x:187,y:402,w:906,h:26},
{t:"THE FACET LEADERSHIP MODEL™.........................................................13 ",p:4,x:187,y:454,w:906,h:28},
{t:"FOCUS ........................................................................................................",p:4,x:212,y:495,w:836,h:26},
{t:"15 ",p:4,x:1058,y:495,w:35,h:26},
{t:"AUTHENTICITY..............................................................................................",p:4,x:212,y:522,w:836,h:26},
{t:"16 ",p:4,x:1058,y:522,w:35,h:26},
{t:"COURAGE....................................................................................................",p:4,x:212,y:549,w:836,h:26},
{t:"16 ",p:4,x:1058,y:549,w:35,h:26},
{t:"EMPATHY.....................................................................................................",p:4,x:212,y:576,w:836,h:26},
{t:"17 ",p:4,x:1058,y:576,w:35,h:26},
{t:"TIMING........................................................................................................",p:4,x:212,y:603,w:836,h:26},
{t:"18 ",p:4,x:1058,y:603,w:35,h:26},
{t:"TAKE THE FACET LEADERSHIP MODEL™ SELF-TEST......................................... 19 ",p:4,x:212,y:630,w:881,h:28},
{t:"THE POWER OF FOCUS ...........................................................................21 ",p:4,x:187,y:670,w:906,h:26},
{t:"ONE BIG IDEA THAT ENDURES........................................................................ 21 ",p:4,x:212,y:710,w:881,h:26},
{t:"ONE BIG CRISIS DOES NOT MAKE A LEADER ..................................................... 24 ",p:4,x:212,y:737,w:881,h:26},
{t:"WHAT MOTIVATES PEOPLE TO FOLLOW A LEADER?.............................................. 26 ",p:4,x:212,y:764,w:881,h:26},
{t:"TIPS FOR CREATING A CLEAR FOCUS................................................................. 27 ",p:4,x:212,y:791,w:881,h:26},
{t:"SELF-ASSESSMENT: DO YOU HAVE AN INSPIRING FOCUS?.................................. 32 ",p:4,x:212,y:817,w:881,h:26},
{t:"A FINAL NOTE ON FOCUS .............................................................................. 35 ",p:4,x:212,y:844,w:881,h:26},
{t:"AUTHENTIC LEADERSHIP .......................................................................37 ",p:4,x:187,y:884,w:906,h:26},
{t:"SHOWING THE REAL YOU................................................................................",p:4,x:212,y:923,w:837,h:26},
{t:"37 ",p:4,x:1058,y:923,w:35,h:26},
{t:"THE LEADER’S INNER JOURNEY ....................................................................... 39 ",p:4,x:212,y:950,w:881,h:26},
{t:"HELP OTHERS BECOME LEADERS TOO .............................................................. 40 ",p:4,x:212,y:977,w:881,h:26},
{t:"BEING AUTHENTIC MEANS LETTING GO ............................................................. 41 ",p:4,x:212,y:1004,w:881,h:26},
{t:"BEING AUTHENTIC HAS A SYNERGISTIC EFFECT .................................................. 42 ",p:4,x:212,y:1031,w:881,h:26},
{t:"MUTUAL TRUST AT NISSAN ............................................................................. 44 ",p:4,x:212,y:1058,w:881,h:26},
{t:"TIPS FOR DISCOVERING YOUR TRUE SELF .......................................................... 45 ",p:4,x:212,y:1085,w:881,h:26},
{t:"SUMMARY OF KEY QUESTIONS........................................................................ 48 ",p:4,x:212,y:1111,w:881,h:26},
{t:"A FINAL NOTE ON AUTHENTICITY.................................................................. 52 ",p:4,x:212,y:1138,w:881,h:26},
{t:"THE POWER TO LEAD… THE COURAGE TO WIN .....................................53 ",p:4,x:187,y:1178,w:906,h:26},
{t:"AN ODD THING ABOUT ORGANIZATIONAL CHANGE ............................................... 53 ",p:4,x:212,y:1217,w:881,h:26},
{t:"LEADING CHANGE .........................................................................................",p:4,x:212,y:1244,w:837,h:26},
{t:"54 ",p:4,x:1058,y:1244,w:35,h:26},
{t:"THE COURAGE TO FACE REALITY...................................................................... 60 ",p:4,x:212,y:1271,w:881,h:26},
{t:"THE COURAGE TO ALLOW CREATIVITY TO BLOSSOM ............................................ 61 ",p:4,x:212,y:1298,w:881,h:26},
{t:"THE COURAGE TO CHANGE ALL SYSTEMS THAT DON’T SUPPORT THE FOCUS ............64 ",p:4,x:212,y:1325,w:881,h:26},
{t:"THE COURAGE TO SHUT THINGS DOWN, PHASE THINGS OUT ................................. 66 ",p:4,x:212,y:1352,w:881,h:26},
{t:"TIPS FOR DEVELOPING COURAGE..................................................................... 69 ",p:4,x:212,y:1379,w:881,h:26},
{t:"SUMMARY OF KEY QUESTIONS........................................................................ 70 ",p:4,x:212,y:1405,w:881,h:26},
{t:"A FINAL NOTE ON COURAGE ......................................................................... 73 ",p:4,x:212,y:1432,w:881,h:26},
{t:"Lead People…Manage Things  ",p:5,x:187,y:66,w:380,h:40},
{t:"5 ",p:5,x:1073,y:75,w:20,h:30},
{t:"EMPATHY: MAKING CONVERSATION  A CORE COMPETENCY .................74 ",p:5,x:187,y:150,w:906,h:26},
{t:"SLOW DOWN AND LISTEN................................................................................",p:5,x:212,y:189,w:837,h:26},
{t:"74 ",p:5,x:1058,y:189,w:35,h:26},
{t:"HOW GOOD ARE YOU AT CONVERSATION?.......................................................... 75 ",p:5,x:212,y:216,w:881,h:26},
{t:"HOW TO HAVE QUALITY CONVERSATIONS .......................................................... 76 ",p:5,x:212,y:243,w:881,h:26},
{t:"GIVE PEOPLE SPACE AND TIME TO THINK........................................................... 79 ",p:5,x:212,y:270,w:881,h:26},
{t:"WHEN TEAMS DON’T LISTEN............................................................................ 83 ",p:5,x:212,y:297,w:881,h:26},
{t:"LISTENING TO THE CUSTOMER IS NOT ENOUGH .................................................. 86 ",p:5,x:212,y:323,w:881,h:26},
{t:"WHEN YOU LEAD…DO OTHERS FOLLOW?.......................................................... 89 ",p:5,x:212,y:350,w:881,h:26},
{t:"WALK A WHILE IN THEIR SHOES....................................................................... 90 ",p:5,x:212,y:377,w:881,h:26},
{t:"TIPS FOR ACTIVE LISTENING............................................................................ 92 ",p:5,x:212,y:404,w:881,h:26},
{t:"SUMMARY OF KEY QUESTIONS........................................................................ 94 ",p:5,x:212,y:431,w:881,h:26},
{t:"A FINAL NOTE ON EMPATHY.......................................................................... 96 ",p:5,x:212,y:458,w:881,h:26},
{t:"TIMING: BETTER VALUE, FASTER...........................................................97 ",p:5,x:187,y:497,w:906,h:26},
{t:"AN IDEA WHOSE TIME HAS COME ..................................................................... 97 ",p:5,x:212,y:537,w:881,h:26},
{t:"IT’S OKAY TO BE IMPATIENT...........................................................................",p:5,x:212,y:564,w:823,h:26},
{t:"100 ",p:5,x:1044,y:564,w:49,h:26},
{t:"THE ROLE OF PROJECT MANAGEMENT IN A TIME-BASED STRATEGY.....................102 ",p:5,x:212,y:591,w:881,h:26},
{t:"TIPS FOR GETTING TIMING RIGHT ................................................................... 104 ",p:5,x:212,y:617,w:881,h:26},
{t:"SUMMARY OF KEY QUESTIONS...................................................................... 108 ",p:5,x:212,y:644,w:881,h:26},
{t:"A FINAL NOTE ON TIMING ........................................................................... 112 ",p:5,x:212,y:671,w:881,h:26},
{t:"CONCLUSION.........................................................................................113 ",p:5,x:187,y:711,w:906,h:26},
{t:"USER’S GUIDE  TO THE FIVE FACETS...................................................115 ",p:5,x:187,y:763,w:906,h:26},
{t:"FOCUS ....................................................................................................",p:5,x:212,y:802,w:822,h:26},
{t:"115 ",p:5,x:1044,y:802,w:49,h:26},
{t:"AUTHENTICITY........................................................................................",p:5,x:212,y:829,w:822,h:26},
{t:"116 ",p:5,x:1044,y:829,w:49,h:26},
{t:"COURAGE ...............................................................................................",p:5,x:212,y:856,w:822,h:26},
{t:"117 ",p:5,x:1044,y:856,w:49,h:26},
{t:"EMPATHY ................................................................................................",p:5,x:212,y:883,w:822,h:26},
{t:"118 ",p:5,x:1044,y:883,w:49,h:26},
{t:"TIMING ....................................................................................................",p:5,x:212,y:910,w:822,h:26},
{t:"119 ",p:5,x:1044,y:910,w:49,h:26},
{t:"RESOURCES AND SELECTED BIBLIOGRAPHY .......................................120 ",p:5,x:187,y:949,w:906,h:26},
{t:"NOTES ON CHAPTER 1 .................................................................................",p:5,x:212,y:988,w:822,h:26},
{t:"120 ",p:5,x:1044,y:988,w:49,h:26},
{t:"NOTES ON CHAPTER 2 .................................................................................",p:5,x:212,y:1015,w:822,h:26},
{t:"121 ",p:5,x:1044,y:1015,w:49,h:26},
{t:"NOTES ON CHAPTER 3 .................................................................................",p:5,x:212,y:1042,w:822,h:26},
{t:"122 ",p:5,x:1044,y:1042,w:49,h:26},
{t:"NOTES ON CHAPTER 4 .................................................................................",p:5,x:212,y:1069,w:822,h:26},
{t:"123 ",p:5,x:1044,y:1069,w:49,h:26},
{t:"NOTES ON CHAPTER 5 .................................................................................",p:5,x:212,y:1096,w:822,h:26},
{t:"124 ",p:5,x:1044,y:1096,w:49,h:26},
{t:"PERSONALITY TYPES AND ASSESSMENT INSTRUMENTS ....................................... 125 ",p:5,x:212,y:1123,w:881,h:26},
{t:"ABOUT THE AUTHOR ............................................................................126 ",p:5,x:187,y:1162,w:906,h:26},
{t:"Lead People…Manage Things  ",p:6,x:187,y:66,w:380,h:40},
{t:"6 ",p:6,x:1073,y:75,w:20,h:30},
{t:"\"You must be the change you wish to see in the world.\" ",p:6,x:187,y:475,w:665,h:29},
{t:"Mahatma Gandhi ",p:6,x:187,y:505,w:217,h:29},
{t:"Lead People…Manage Things  ",p:7,x:187,y:66,w:380,h:40},
{t:"7 ",p:7,x:1073,y:75,w:20,h:30},
{t:"This book i s dedi cated to all those leaders who have made a ",p:7,x:187,y:449,w:936,h:39},
{t:"difference in my life, too ma",p:7,x:187,y:488,w:452,h:39},
{t:"ny to mention by name…they ",p:7,x:591,y:488,w:491,h:39},
{t:"know who they are,  ",p:7,x:187,y:527,w:320,h:39},
{t:"and  ",p:7,x:187,y:585,w:79,h:39},
{t:"to you t he reader as you strive ",p:7,x:187,y:643,w:485,h:39},
{t:"to make a real diff",p:7,x:640,y:643,w:291,h:39},
{t:"erence in ",p:7,x:904,y:643,w:152,h:39},
{t:"the world. ",p:7,x:187,y:682,w:174,h:39},
{t:"Lead People…Manage Things  ",p:8,x:187,y:66,w:380,h:40},
{t:"8 ",p:8,x:1073,y:75,w:20,h:30},
{t:"Lead People… ",p:8,x:187,y:238,w:710,h:117},
{t:"Manage Things ",p:8,x:187,y:355,w:774,h:117},
{t:"Master the 5 Key Facets of High ",p:8,x:187,y:590,w:795,h:58},
{t:"Performance Leadership ",p:8,x:187,y:648,w:607,h:58},
{t:"Lead People…Manage Things  ",p:9,x:187,y:66,w:380,h:40},
{t:"9 ",p:9,x:1073,y:75,w:20,h:30},
{t:"The World Needs Great Leaders ",p:9,x:187,y:342,w:690,h:48},
{t:"When you become a leader, you take on a great ",p:9,x:187,y:397,w:691,h:48},
{t:"responsibility...you promise to change the world for ",p:9,x:187,y:446,w:690,h:29},
{t:"the better.  ",p:9,x:187,y:476,w:142,h:29},
{t:"If your reaction to this statement is ‘I’m only managing ",p:9,x:187,y:534,w:683,h:29},
{t:"an organization, or department, or project, I’m not out ",p:9,x:187,y:564,w:684,h:29},
{t:"to change the world’, then I respectfully suggest that ",p:9,x:187,y:593,w:687,h:29},
{t:"you learn to be a good manager, but not a leader.  ",p:9,x:187,y:622,w:617,h:29},
{t:"Leaders cause positive change to happen, through ",p:9,x:187,y:681,w:693,h:29},
{t:"people.  ",p:9,x:187,y:710,w:102,h:29},
{t:"Managers control things.  ",p:9,x:187,y:769,w:321,h:29},
{t:"That’s it.  ",p:9,x:187,y:828,w:123,h:29},
{t:"The world needs great leaders. It has its fill of ",p:9,x:187,y:886,w:696,h:29},
{t:"managers.  ",p:9,x:187,y:916,w:143,h:29},
{t:"If you feel that you are not sure whether you are truly ",p:9,x:187,y:974,w:684,h:29},
{t:"committed to becoming a great leader, if you have not ",p:9,x:187,y:1004,w:684,h:29},
{t:"yet made that decision, I would like you to take a look ",p:9,x:187,y:1033,w:684,h:29},
{t:"at two scenarios: ",p:9,x:187,y:1063,w:214,h:29},
{t:"SCENARIO 1: ",p:9,x:187,y:1121,w:174,h:29},
{t:"What if you were to make a total commitment to ",p:9,x:187,y:1151,w:692,h:29},
{t:"becoming a great leader? ",p:9,x:187,y:1180,w:312,h:29},
{t:"Project yourself ahead 3 to 5 years from now. You have ",p:9,x:187,y:1239,w:683,h:29},
{t:"become a great leader. Visualize what positive impact ",p:9,x:187,y:1268,w:686,h:29},
{t:"you are having on the world around you… ",p:9,x:187,y:1297,w:523,h:29},
{t:"• ",p:9,x:300,y:1356,w:17,h:30},
{t:"How has the world benefite d from your ",p:9,x:337,y:1358,w:545,h:29},
{t:"actions? ",p:9,x:337,y:1387,w:109,h:29},
{t:"• ",p:9,x:300,y:1441,w:17,h:30},
{t:"What does that feel like?  ",p:9,x:337,y:1443,w:307,h:29},
{t:"Lead People…Manage Things  ",p:10,x:187,y:66,w:380,h:40},
{t:"10 ",p:10,x:1060,y:75,w:34,h:30},
{t:"• ",p:10,x:300,y:149,w:17,h:30},
{t:"What type of people are you associating ",p:10,x:337,y:151,w:563,h:29},
{t:"with?  ",p:10,x:337,y:180,w:82,h:29},
{t:"• ",p:10,x:300,y:235,w:17,h:30},
{t:"Who are you colla borating with ?  ",p:10,x:337,y:236,w:394,h:29},
{t:"• ",p:10,x:300,y:291,w:17,h:30},
{t:"Who else is totally committed to the same ",p:10,x:337,y:292,w:539,h:29},
{t:"cause as you?  ",p:10,x:337,y:322,w:188,h:29},
{t:"• ",p:10,x:300,y:376,w:17,h:30},
{t:"What positive actio ns are you and these ",p:10,x:337,y:377,w:548,h:29},
{t:"people taking?  ",p:10,x:337,y:407,w:193,h:29},
{t:"• ",p:10,x:300,y:461,w:17,h:30},
{t:"How are other people responding to your ",p:10,x:337,y:463,w:543,h:29},
{t:"successes?  ",p:10,x:337,y:492,w:150,h:29},
{t:"• ",p:10,x:300,y:546,w:17,h:30},
{t:"How worthwhile and meaningful has your ",p:10,x:337,y:548,w:539,h:29},
{t:"life become? ",p:10,x:337,y:577,w:152,h:29},
{t:"• ",p:10,x:300,y:632,w:17,h:30},
{t:"What does that feel like? ",p:10,x:337,y:633,w:299,h:29},
{t:"• ",p:10,x:300,y:688,w:17,h:30},
{t:"How are you growin g and developing? ",p:10,x:337,y:689,w:459,h:29},
{t:"• ",p:10,x:300,y:743,w:17,h:30},
{t:"How does all this differ from to day? ",p:10,x:337,y:745,w:424,h:29},
{t:"SCENARIO 2 ",p:10,x:187,y:829,w:166,h:29},
{t:"What if you were to be less than fully committed to ",p:10,x:187,y:858,w:688,h:29},
{t:"becoming a great leader? ",p:10,x:187,y:887,w:312,h:29},
{t:"Project yourself ahead 3 to 5 years from now. You are ",p:10,x:187,y:946,w:685,h:29},
{t:"in a leadership position. Visualize how things will be… ",p:10,x:187,y:975,w:674,h:29},
{t:"• ",p:10,x:300,y:1034,w:17,h:30},
{t:"Have things changed much, or not at a",p:10,x:337,y:1036,w:466,h:29},
{t:"ll? ",p:10,x:794,y:1036,w:36,h:29},
{t:"• ",p:10,x:300,y:1090,w:17,h:30},
{t:"Who are you associating with…perhaps ",p:10,x:337,y:1092,w:566,h:29},
{t:"others who are also less than fully ",p:10,x:337,y:1121,w:571,h:29},
{t:"committed?  ",p:10,x:337,y:1150,w:153,h:29},
{t:"• ",p:10,x:300,y:1205,w:17,h:30},
{t:"What positive impact have yo u had on the ",p:10,x:337,y:1206,w:543,h:29},
{t:"world around you? Less than you desired? ",p:10,x:337,y:1236,w:506,h:29},
{t:"• ",p:10,x:300,y:1290,w:17,h:30},
{t:"How do you feel about that? ",p:10,x:337,y:1291,w:340,h:29},
{t:"• ",p:10,x:300,y:1346,w:17,h:30},
{t:"How worthwhile and meaningful has your ",p:10,x:337,y:1347,w:539,h:29},
{t:"life become? ",p:10,x:337,y:1377,w:152,h:29},
{t:"• ",p:10,x:300,y:1431,w:17,h:30},
{t:"How does all this differ from to day? ",p:10,x:337,y:1433,w:424,h:29},
{t:"Lead People…Manage Things  ",p:11,x:187,y:66,w:380,h:40},
{t:"11 ",p:11,x:1060,y:75,w:34,h:30},
{t:"I have no doubt that the first scenario is one that you ",p:11,x:187,y:179,w:684,h:29},
{t:"desire, as we all do. The second scenario is one that ",p:11,x:187,y:208,w:687,h:29},
{t:"you probably want to have no part of.   ",p:11,x:187,y:237,w:483,h:29},
{t:"The difference between the two scenarios is so stark, ",p:11,x:187,y:296,w:686,h:29},
{t:"so dramatic, that sometimes we find it difficult to see ",p:11,x:187,y:326,w:685,h:29},
{t:"ourselves in the first one, and easier to see ourselves ",p:11,x:187,y:355,w:685,h:29},
{t:"in the second.  ",p:11,x:187,y:384,w:188,h:29},
{t:"But for many of us, the second scenario is totally ",p:11,x:187,y:443,w:691,h:29},
{t:"unacceptable.  ",p:11,x:187,y:472,w:186,h:29},
{t:"Many leaders however get caught somewhere between ",p:11,x:187,y:531,w:685,h:29},
{t:"the two scenarios, and feel at a loss about what to do. ",p:11,x:187,y:560,w:667,h:29},
{t:"So they reach out to ‘techniques’ to solve their ",p:11,x:187,y:619,w:696,h:29},
{t:"dilemma. That is why I have written this book. My ",p:11,x:187,y:648,w:689,h:29},
{t:"focus is to enable others, like you, to become great ",p:11,x:187,y:678,w:689,h:29},
{t:"leaders.  ",p:11,x:187,y:707,w:111,h:29},
{t:"I have seen many leaders get caught up in fads, and I ",p:11,x:187,y:766,w:685,h:29},
{t:"also have had the pleasure of being associated with ",p:11,x:187,y:795,w:688,h:29},
{t:"leaders who knew the distinction between WHAT they ",p:11,x:187,y:824,w:685,h:29},
{t:"were attempting to achieve and HOW they achieved it.  ",p:11,x:187,y:854,w:677,h:29},
{t:"That led me to crystallize my thoughts and experiences ",p:11,x:187,y:912,w:683,h:29},
{t:"into 5 key questions for leaders, which this book is ",p:11,x:187,y:942,w:689,h:29},
{t:"designed around. Keep these questions foremost in ",p:11,x:187,y:971,w:691,h:29},
{t:"your mind, and you won’t go astray. ",p:11,x:187,y:1000,w:450,h:29},
{t:"I have written this book to inspire, inform and ",p:11,x:187,y:1059,w:696,h:29},
{t:"challenge you to become a great leader…the rest, as ",p:11,x:187,y:1089,w:687,h:29},
{t:"they say, is up to you. ",p:11,x:187,y:1118,w:278,h:29},
{t:"Every leader who achieved worthwhile outcomes did so ",p:11,x:187,y:1177,w:682,h:29},
{t:"with help. This book is designed to do just that for ",p:11,x:187,y:1206,w:688,h:29},
{t:"you. It will assist you on your journey by asking ",p:11,x:187,y:1235,w:692,h:29},
{t:"critical questions in five key areas. By answering these ",p:11,x:187,y:1265,w:683,h:29},
{t:"questions you will be led to discover insights and ",p:11,x:187,y:1294,w:692,h:29},
{t:"above all take action concerning five key facets of your ",p:11,x:187,y:1323,w:684,h:29},
{t:"leadership… ",p:11,x:187,y:1353,w:160,h:29},
{t:"Lead People…Manage Things  ",p:12,x:187,y:66,w:380,h:40},
{t:"12 ",p:12,x:1060,y:75,w:34,h:30},
{t:"FOCUS: Developing your leadership focus, ",p:12,x:269,y:149,w:618,h:29},
{t:"understanding its true significance to the world ",p:12,x:269,y:179,w:602,h:29},
{t:"around you and how truly committed you are to ",p:12,x:269,y:208,w:601,h:29},
{t:"achieving it ",p:12,x:269,y:237,w:148,h:29},
{t:"AUTHENTICITY: Discovering how much you ",p:12,x:269,y:267,w:614,h:29},
{t:"know about yourself as an authentic leader, ",p:12,x:269,y:296,w:609,h:29},
{t:"your beliefs and values, your strengths and ",p:12,x:269,y:326,w:610,h:29},
{t:"weaknesses and how others perceive your ",p:12,x:269,y:355,w:617,h:29},
{t:"authenticity ",p:12,x:269,y:384,w:155,h:29},
{t:"COURAGE: your level of courage and ",p:12,x:269,y:414,w:628,h:29},
{t:"persistence, your ability and willingness to ",p:12,x:269,y:443,w:614,h:29},
{t:"identify and stop doing those things that don’t ",p:12,x:269,y:472,w:604,h:29},
{t:"support your focus, to start doing some new ",p:12,x:269,y:502,w:608,h:29},
{t:"things that will support it, and to improve ",p:12,x:269,y:531,w:612,h:29},
{t:"dramatically in other areas that will benefit your ",p:12,x:269,y:560,w:600,h:29},
{t:"focus, both personally and organizationally ",p:12,x:269,y:590,w:535,h:29},
{t:"EMPATHY: your ability to listen to and work ",p:12,x:269,y:619,w:608,h:29},
{t:"through other people, to garner support for your ",p:12,x:269,y:648,w:600,h:29},
{t:"focus, to develop an atmosphere of collegiality ",p:12,x:269,y:678,w:605,h:29},
{t:"and inclusiveness, and to empower others who ",p:12,x:269,y:707,w:604,h:29},
{t:"share your focus ",p:12,x:269,y:736,w:212,h:29},
{t:"TIMING: your sense of timing in getting things ",p:12,x:269,y:766,w:604,h:29},
{t:"done when they need to be done. Your ability to ",p:12,x:269,y:795,w:601,h:29},
{t:"get off the treadmill and concentrate on what ",p:12,x:269,y:824,w:606,h:29},
{t:"matters most, and to enable others to do the ",p:12,x:269,y:854,w:606,h:29},
{t:"same ",p:12,x:269,y:883,w:72,h:29},
{t:"I call this the FACET Leadership Model™. ",p:12,x:187,y:942,w:516,h:30},
{t:"The world needs great leaders…if you want to become ",p:12,x:187,y:1002,w:685,h:29},
{t:"one, use this book.  ",p:12,x:187,y:1031,w:248,h:29},
{t:"A word of caution however…once you start asking ",p:12,x:187,y:1090,w:692,h:29},
{t:"these five key questions, you will find that there will be ",p:12,x:187,y:1119,w:683,h:29},
{t:"no turning back. Proceed only if you are serious, only ",p:12,x:187,y:1149,w:685,h:29},
{t:"if you truly have the desire to become a great leader… ",p:12,x:187,y:1178,w:666,h:29},
{t:"Lead People…Manage Things  ",p:13,x:187,y:66,w:380,h:40},
{t:"13 ",p:13,x:1060,y:75,w:34,h:30},
{t:"The FACET Leadership ",p:13,x:187,y:291,w:508,h:48},
{t:"Model™ ",p:13,x:187,y:340,w:181,h:51},
{t:"“Lead People, Manage Things” Unknown ",p:13,x:187,y:426,w:476,h:29},
{t:"When writing this book, I received an email from a ",p:13,x:187,y:507,w:686,h:63},
{t:"manager in the Czech republic who had read some of ",p:13,x:187,y:571,w:686,h:29},
{t:"our published articles on leadership. She had a ",p:13,x:187,y:600,w:696,h:29},
{t:"question that had been causing her grief for some ",p:13,x:187,y:629,w:691,h:29},
{t:"time. Her question was simple, but not an easy one to ",p:13,x:187,y:659,w:684,h:29},
{t:"answer. She asked, “What’s the difference between ",p:13,x:187,y:688,w:692,h:29},
{t:"leadership and management?”  ",p:13,x:187,y:717,w:387,h:29},
{t:"She went on to explain that she had been working as a ",p:13,x:187,y:776,w:683,h:29},
{t:"manager for almost ten years, and had not yet ",p:13,x:187,y:805,w:696,h:29},
{t:"discovered an answer that was satisfactory. To ",p:13,x:187,y:835,w:700,h:29},
{t:"complicate matters, she was an English-speaking ",p:13,x:187,y:864,w:697,h:29},
{t:"expatriate who worked for a government agency in the ",p:13,x:187,y:893,w:684,h:29},
{t:"Czech republic, and the availability of English texts ",p:13,x:187,y:923,w:689,h:29},
{t:"was limited.  ",p:13,x:187,y:952,w:163,h:29},
{t:"She asked me if I could recommend some texts to her ",p:13,x:187,y:1011,w:684,h:29},
{t:"that might lead her out of her dilemma.  ",p:13,x:187,y:1040,w:499,h:29},
{t:"In my reply to her I used the above quote, which I have ",p:13,x:187,y:1099,w:683,h:29},
{t:"always felt captures a key distinguishing factor ",p:13,x:187,y:1128,w:699,h:29},
{t:"between the two related tasks of leading and ",p:13,x:187,y:1157,w:701,h:29},
{t:"managing.  ",p:13,x:187,y:1187,w:144,h:29},
{t:"But I hesitated before I recommended texts on ",p:13,x:187,y:1246,w:698,h:29},
{t:"leadership. The reason for my hesitation was simple: ",p:13,x:187,y:1275,w:687,h:29},
{t:"texts written by consultants and academics differed ",p:13,x:187,y:1304,w:689,h:29},
{t:"dramatically from those written by leaders themselves.  ",p:13,x:187,y:1334,w:684,h:29},
{t:"I asked myself why this was so?  ",p:13,x:187,y:1392,w:406,h:29},
{t:"Lead People…Manage Things  ",p:14,x:187,y:66,w:380,h:40},
{t:"14 ",p:14,x:1060,y:75,w:34,h:30},
{t:"The answer came from an unusual source, my second ",p:14,x:187,y:149,w:684,h:29},
{t:"eldest daughter Gillian. At the time, she was in her ",p:14,x:187,y:179,w:688,h:29},
{t:"second year in university studying early childhood ",p:14,x:187,y:208,w:692,h:29},
{t:"development, and hoping to carve out a career as an ",p:14,x:187,y:237,w:686,h:29},
{t:"educator, probably a grade school teacher.  ",p:14,x:187,y:267,w:537,h:29},
{t:"Her answer came in a discussion I had with her when I ",p:14,x:187,y:326,w:682,h:29},
{t:"told her I was writing this book. She reminded me that ",p:14,x:187,y:355,w:683,h:29},
{t:"the Guiding movement has always been strong on ",p:14,x:187,y:384,w:692,h:29},
{t:"leadership fundamentals…they were also pretty darn ",p:14,x:187,y:414,w:688,h:29},
{t:"good at managing.  ",p:14,x:187,y:443,w:241,h:29},
{t:"They describe it as a Movement for girls, led by ",p:14,x:187,y:502,w:694,h:29},
{t:"women. It challenges girls to reach their potential and ",p:14,x:187,y:531,w:684,h:29},
{t:"empowers them to give leadership and service as ",p:14,x:187,y:560,w:694,h:29},
{t:"responsible citizens of the world. ",p:14,x:187,y:590,w:408,h:29},
{t:"Having three daughters who all were (and two still are) ",p:14,x:187,y:648,w:683,h:29},
{t:"part of this marvelous movement, it struck me that ",p:14,x:187,y:678,w:689,h:29},
{t:"they never seemed to confuse leading and managing, ",p:14,x:187,y:707,w:687,h:29},
{t:"nor got themselves in a tangle over the differences ",p:14,x:187,y:736,w:690,h:29},
{t:"between them.  ",p:14,x:187,y:766,w:194,h:29},
{t:"They simply went about doing both at the same time, ",p:14,x:187,y:824,w:682,h:29},
{t:"which is what every good leader does.  ",p:14,x:187,y:854,w:476,h:29},
{t:"How do they do this?  ",p:14,x:187,y:912,w:273,h:29},
{t:"Some clues might be obtained from the fact that the ",p:14,x:187,y:971,w:687,h:29},
{t:"whole movement is based on a simple ‘Promise and a ",p:14,x:187,y:1000,w:685,h:29},
{t:"Law’, with some Principles added. Each member is ",p:14,x:187,y:1030,w:691,h:29},
{t:"asked to make a sincere promise to do their best, to be ",p:14,x:187,y:1059,w:683,h:29},
{t:"true to themselves, their God (or faith) and to accept ",p:14,x:187,y:1089,w:686,h:29},
{t:"the guiding Law.  ",p:14,x:187,y:1118,w:219,h:29},
{t:"The Law in turn challenges them to be honest, ",p:14,x:187,y:1177,w:696,h:29},
{t:"trustworthy, use their resources wisely, respect ",p:14,x:187,y:1206,w:701,h:29},
{t:"themselves and others, recognize and use their talents ",p:14,x:187,y:1235,w:684,h:29},
{t:"and abilities, protect our common environment, live ",p:14,x:187,y:1265,w:690,h:29},
{t:"with courage and strength and share in the sisterhood ",p:14,x:187,y:1294,w:683,h:29},
{t:"of Guiding. ",p:14,x:187,y:1323,w:143,h:29},
{t:"Now, what corporation do you know of that has similar ",p:14,x:187,y:1382,w:683,h:29},
{t:"promises and laws that every member must subscribe ",p:14,x:187,y:1411,w:685,h:29},
{t:"to and live up to?  ",p:14,x:187,y:1441,w:228,h:29},
{t:"Lead People…Manage Things  ",p:15,x:187,y:66,w:380,h:40},
{t:"15 ",p:15,x:1060,y:75,w:34,h:30},
{t:"Not many would be my guess.  ",p:15,x:187,y:149,w:382,h:29},
{t:"Which is what makes the topic of this book so ",p:15,x:187,y:208,w:695,h:29},
{t:"important to the whole subject of leadership.  The ",p:15,x:187,y:237,w:691,h:29},
{t:"leadership qualities that go into making the Guiding ",p:15,x:187,y:267,w:688,h:29},
{t:"Movement so successful have stood the test of time, ",p:15,x:187,y:296,w:688,h:29},
{t:"and in their totality are unique to that movement. ",p:15,x:187,y:326,w:691,h:29},
{t:"Some of these facets may work for you and your ",p:15,x:187,y:355,w:692,h:29},
{t:"organization, while some may not.  ",p:15,x:187,y:384,w:434,h:29},
{t:"Now this book is not about the Guiding movement – it ",p:15,x:187,y:443,w:684,h:29},
{t:"is about what works in leadership development…and ",p:15,x:187,y:472,w:687,h:29},
{t:"more specifically, what will work for you, or those you ",p:15,x:187,y:502,w:684,h:29},
{t:"mentor or coach, to help you or them become a high ",p:15,x:187,y:531,w:686,h:29},
{t:"performance leader.  ",p:15,x:187,y:560,w:259,h:29},
{t:"Which begs the question ‘what are the key facets of ",p:15,x:187,y:619,w:687,h:29},
{t:"high performance leadership that have universal ",p:15,x:187,y:648,w:682,h:29},
{t:"application?’   ",p:15,x:187,y:678,w:176,h:29},
{t:"From my work with leaders, as both an internal and ",p:15,x:187,y:736,w:686,h:29},
{t:"external consultant and coach, I have isolated five key ",p:15,x:187,y:766,w:684,h:29},
{t:"facets of leadership that are consistent with my ",p:15,x:187,y:795,w:696,h:29},
{t:"personal research on leadership and with what I have ",p:15,x:187,y:824,w:685,h:29},
{t:"personally observed effective leaders do…I call it the ",p:15,x:187,y:854,w:688,h:29},
{t:"FACET Leadership Model™:  ",p:15,x:187,y:883,w:357,h:29},
{t:"Focus ",p:15,x:187,y:971,w:93,h:48},
{t:"Authenticity ",p:15,x:187,y:1020,w:171,h:48},
{t:"Courage ",p:15,x:187,y:1069,w:121,h:48},
{t:"Empathy ",p:15,x:187,y:1118,w:131,h:48},
{t:"Timing ",p:15,x:187,y:1167,w:105,h:48},
{t:"Focus ",p:15,x:187,y:1274,w:85,h:29},
{t:"Effective leaders stay focused on the outcomes they ",p:15,x:187,y:1333,w:690,h:29},
{t:"wish to create, and don’t get too married to the ",p:15,x:187,y:1362,w:693,h:29},
{t:"methods used to achieve them.  ",p:15,x:187,y:1392,w:393,h:29},
{t:"Lead People…Manage Things  ",p:16,x:187,y:66,w:380,h:40},
{t:"16 ",p:16,x:1060,y:75,w:34,h:30},
{t:"They provide this 'outcomes focus' for their ",p:16,x:187,y:149,w:708,h:29},
{t:"organization by emphasizing the mission, vision, ",p:16,x:187,y:179,w:699,h:29},
{t:"values and strategic goals of their organization and at ",p:16,x:187,y:208,w:685,h:29},
{t:"the same time building the capacity of their ",p:16,x:187,y:237,w:703,h:29},
{t:"organizations to achieve them.  ",p:16,x:187,y:267,w:388,h:29},
{t:"This capacity building emphasizes the need to be ",p:16,x:187,y:326,w:693,h:29},
{t:"flexible, creative and innovative and avoid becoming ",p:16,x:187,y:355,w:689,h:29},
{t:"fossilized through the adoption of bureaucratic ",p:16,x:187,y:384,w:703,h:29},
{t:"structures, policies and processes. ",p:16,x:187,y:414,w:431,h:29},
{t:"  ",p:16,x:187,y:443,w:15,h:29},
{t:"Authenticity ",p:16,x:187,y:472,w:174,h:29},
{t:"Leaders who are truly authentic attract true and loyal ",p:16,x:187,y:531,w:685,h:29},
{t:"followers, even leaders who are viewed as being highly ",p:16,x:187,y:560,w:684,h:29},
{t:"driven and maybe even difficult to work for.  ",p:16,x:187,y:590,w:548,h:29},
{t:"Simply put, authentic leaders are viewed as always ",p:16,x:187,y:648,w:690,h:29},
{t:"being themselves…and therefore followers know what ",p:16,x:187,y:678,w:687,h:29},
{t:"to expect from them.  ",p:16,x:187,y:707,w:268,h:29},
{t:"Followers know they can rely on them, come thick or ",p:16,x:187,y:766,w:686,h:29},
{t:"thin. The great quality pioneer, W. Edwards Deming ",p:16,x:187,y:795,w:689,h:29},
{t:"referred to this as ‘constancy of purpose’, and it stems ",p:16,x:187,y:824,w:684,h:29},
{t:"from leaders who know themselves, what they are ",p:16,x:187,y:854,w:692,h:29},
{t:"focused on, and what they are capable of delivering.  ",p:16,x:187,y:883,w:651,h:29},
{t:"Authenticity builds leadership integrity. Integrity in ",p:16,x:187,y:942,w:692,h:29},
{t:"turn helps to build and maintain trust, which is the ",p:16,x:187,y:971,w:687,h:29},
{t:"currency a leader needs in order to obtain sustained ",p:16,x:187,y:1000,w:687,h:29},
{t:"'buy-in' from key stakeholders. ",p:16,x:187,y:1030,w:385,h:29},
{t:"Courage ",p:16,x:187,y:1089,w:114,h:29},
{t:"The challenges facing leaders today are immense, and ",p:16,x:187,y:1157,w:685,h:29},
{t:"require great courage to overcome. Leaders are ",p:16,x:187,y:1186,w:700,h:29},
{t:"constantly being challenged by others, be it their own ",p:16,x:187,y:1216,w:685,h:29},
{t:"team, customers, unions, the public or other ",p:16,x:187,y:1245,w:704,h:29},
{t:"stakeholders.  ",p:16,x:187,y:1274,w:180,h:29},
{t:"Standing firm in the face of criticism is one hallmark ",p:16,x:187,y:1333,w:686,h:29},
{t:"of courageous leaders. ",p:16,x:187,y:1362,w:339,h:29},
{t:"For example, shifting an ",p:16,x:507,y:1362,w:382,h:29},
{t:"organization from being introspective to becoming ",p:16,x:187,y:1392,w:696,h:29},
{t:"customer focused requires courage when people pay ",p:16,x:187,y:1421,w:689,h:29},
{t:"lip service to the new direction...it means calling ",p:16,x:187,y:1450,w:695,h:29},
{t:"Lead People…Manage Things  ",p:17,x:187,y:66,w:380,h:40},
{t:"17 ",p:17,x:1060,y:75,w:34,h:30},
{t:"people on their bluff, demanding that they too be ",p:17,x:187,y:149,w:692,h:29},
{t:"focused and authentic.  ",p:17,x:187,y:179,w:297,h:29},
{t:"On the other hand, having the courage to admit when ",p:17,x:187,y:237,w:684,h:29},
{t:"they are wrong is also a hallmark of courageous ",p:17,x:187,y:267,w:694,h:29},
{t:"leaders. ",p:17,x:187,y:296,w:103,h:29},
{t:"When I am coaching leaders, one of the questions I ask ",p:17,x:187,y:355,w:682,h:29},
{t:"them early on is ‘are you willing to stake your ",p:17,x:187,y:384,w:695,h:29},
{t:"reputation and career on this (focus)?’ If the leader ",p:17,x:187,y:414,w:689,h:29},
{t:"hesitates, even if it is a great focus, a BIG idea, I know ",p:17,x:187,y:443,w:684,h:29},
{t:"that the leader is not yet ready and I will advise ",p:17,x:187,y:472,w:692,h:29},
{t:"against moving forward at that time.  ",p:17,x:187,y:502,w:462,h:29},
{t:"After all, if the leader hesitates with me in a private ",p:17,x:187,y:560,w:687,h:29},
{t:"coaching session, what will happen when others, who ",p:17,x:187,y:590,w:685,h:29},
{t:"know her better, call her on her level of commitment to ",p:17,x:187,y:619,w:683,h:29},
{t:"the focus?  ",p:17,x:187,y:648,w:141,h:29},
{t:"Followers need to know just how committed a leader is ",p:17,x:187,y:707,w:683,h:29},
{t:"to a declared focus. It’s one of the very first tests of ",p:17,x:187,y:736,w:687,h:29},
{t:"leadership, and many leaders don’t make it.  ",p:17,x:187,y:766,w:553,h:29},
{t:"Making a firm commitment has a single rule: ‘If you ",p:17,x:187,y:824,w:687,h:29},
{t:"can’t make it, don’t fake it’. ",p:17,x:187,y:854,w:341,h:29},
{t:"  ",p:17,x:187,y:883,w:15,h:29},
{t:"Empathy ",p:17,x:187,y:912,w:126,h:29},
{t:"Effective leaders know how to listen empathically. They ",p:17,x:187,y:971,w:683,h:29},
{t:"seek to understand before acting. By doing so they ",p:17,x:187,y:1000,w:689,h:29},
{t:"legitimize others’ input.  ",p:17,x:187,y:1030,w:303,h:29},
{t:"That’s not to say that they always promise to act on ",p:17,x:187,y:1089,w:687,h:29},
{t:"every piece of input they receive. They know that the ",p:17,x:187,y:1118,w:686,h:29},
{t:"vast majority of followers mainly want to be heard, to ",p:17,x:187,y:1147,w:685,h:29},
{t:"have a say in decision making, action taking and in ",p:17,x:187,y:1177,w:688,h:29},
{t:"shaping the changes that affect them personally.  ",p:17,x:187,y:1206,w:612,h:29},
{t:"There is a saying regarding change ‘People may resist ",p:17,x:187,y:1265,w:685,h:29},
{t:"change for a variety of reasons, but they will always ",p:17,x:187,y:1294,w:687,h:29},
{t:"resist BEING changed’. When leaders engage in ",p:17,x:187,y:1323,w:698,h:29},
{t:"focused dialogue, they promote consensus building, ",p:17,x:187,y:1353,w:691,h:29},
{t:"and as a consequence people feel less like change is ",p:17,x:187,y:1382,w:687,h:29},
{t:"being forced upon them. By coaching others to do the ",p:17,x:187,y:1411,w:685,h:29},
{t:"same, leaders create a culture of inclusiveness.  ",p:17,x:187,y:1441,w:593,h:29},
{t:"  ",p:17,x:187,y:1470,w:15,h:29},
{t:"Lead People…Manage Things  ",p:18,x:187,y:66,w:380,h:40},
{t:"18 ",p:18,x:1060,y:75,w:34,h:30},
{t:"But great leaders don't get bogged down in overly ",p:18,x:187,y:149,w:692,h:29},
{t:"complicated or never-ending dialogue. They know ",p:18,x:187,y:179,w:697,h:29},
{t:"when to 'fish or cut bait', and they communicate this ",p:18,x:187,y:208,w:686,h:29},
{t:"at the outset. They will say something like ‘We need to ",p:18,x:187,y:237,w:684,h:29},
{t:"discuss this, reach a decision and commit to a course ",p:18,x:187,y:267,w:685,h:29},
{t:"of action by [date]’, which brings us on to the fifth ",p:18,x:187,y:296,w:689,h:29},
{t:"facet... ",p:18,x:187,y:326,w:90,h:29},
{t:"  ",p:18,x:187,y:355,w:15,h:29},
{t:"Timing ",p:18,x:187,y:384,w:100,h:29},
{t:"The single most critical facet is in knowing when to ",p:18,x:187,y:443,w:688,h:29},
{t:"make critical decisions and take appropriate actions in ",p:18,x:187,y:472,w:683,h:29},
{t:"support of your focus, and when not to.  ",p:18,x:187,y:502,w:499,h:29},
{t:"This applies throughout your organization. All of the ",p:18,x:187,y:560,w:688,h:29},
{t:"other facets must be viewed as subservient to getting ",p:18,x:187,y:590,w:686,h:29},
{t:"the timing of critical decisions and actions right.  ",p:18,x:187,y:619,w:608,h:29},
{t:"Some leaders like to think that creating a ‘sense of ",p:18,x:187,y:678,w:689,h:29},
{t:"urgency’ is critical in order to overcome complacency. ",p:18,x:187,y:707,w:685,h:29},
{t:"This may be so, but just remember that the opposite of ",p:18,x:187,y:736,w:683,h:29},
{t:"complacency is chaos, which is no way to run a ",p:18,x:187,y:766,w:693,h:29},
{t:"business, despite what the theorists have to say on the ",p:18,x:187,y:795,w:683,h:29},
{t:"matter.  ",p:18,x:187,y:824,w:105,h:29},
{t:"By creating a sense of urgency, you may end up with ",p:18,x:187,y:883,w:685,h:29},
{t:"bunches of people running around looking busy and ",p:18,x:187,y:912,w:687,h:29},
{t:"acting out their own misdirected and misaligned ",p:18,x:187,y:942,w:697,h:29},
{t:"versions of your strategy. As one leader I know put it ",p:18,x:187,y:971,w:686,h:29},
{t:"‘we went from sleepy hollow to an organization that ",p:18,x:187,y:1000,w:689,h:29},
{t:"had teams for everything, all engaged in an orgy of ",p:18,x:187,y:1030,w:689,h:29},
{t:"misdirected problem solving and ‘innovations’ that had ",p:18,x:187,y:1059,w:683,h:29},
{t:"little or no focused impact.’  ",p:18,x:187,y:1089,w:348,h:29},
{t:"The truth is that timing is vitally ",p:18,x:187,y:1147,w:729,h:29},
{t:"important…sometimes there is a need to hold off on ",p:18,x:187,y:1177,w:688,h:29},
{t:"critical decisions or actions, and sometimes there is a ",p:18,x:187,y:1206,w:685,h:29},
{t:"need to act fast. Knowing the difference is absolutely ",p:18,x:187,y:1235,w:686,h:29},
{t:"critical to successfully executing your focus. ",p:18,x:187,y:1265,w:549,h:29},
{t:"Get the timing wrong on critical decisions and ",p:18,x:187,y:1323,w:698,h:29},
{t:"everything else is nullified.  ",p:18,x:187,y:1353,w:342,h:29},
{t:"Great leaders move with appropriate speed. They don't ",p:18,x:187,y:1411,w:684,h:29},
{t:"believe that everything must be done ",p:18,x:187,y:1441,w:728,h:29},
{t:"Lead People…Manage Things  ",p:19,x:187,y:66,w:380,h:40},
{t:"19 ",p:19,x:1060,y:75,w:34,h:30},
{t:"immediately...they know how to prioritize, and how to ",p:19,x:187,y:149,w:685,h:29},
{t:"get their team to prioritize.  ",p:19,x:187,y:179,w:342,h:29},
{t:"As well, they engage in timely follow-through to ensure ",p:19,x:187,y:237,w:683,h:29},
{t:"actions that are committed to happen in a well-",p:19,x:187,y:267,w:675,h:29},
{t:"coordinated and timely way. ",p:19,x:187,y:296,w:352,h:29},
{t:"Take the FACET Leadership Model™ Self-Test ",p:19,x:187,y:355,w:602,h:30},
{t:"These facets of high performance leadership are not ",p:19,x:187,y:386,w:689,h:29},
{t:"exhaustive. Just as one would look at the facets of a ",p:19,x:187,y:415,w:686,h:29},
{t:"diamond, upon closer observation other facets become ",p:19,x:187,y:444,w:684,h:29},
{t:"observable.  ",p:19,x:187,y:474,w:154,h:29},
{t:"Any person can aspire to being a great leader by ",p:19,x:187,y:532,w:692,h:29},
{t:"working on these facets. At the end of each chapter in ",p:19,x:187,y:562,w:684,h:29},
{t:"this book is a set of questions pertaining to the facet ",p:19,x:187,y:591,w:686,h:29},
{t:"covered in the chapter. Asking yourself these ",p:19,x:187,y:621,w:703,h:29},
{t:"questions will allow you to reflect on your leadership ",p:19,x:187,y:650,w:687,h:29},
{t:"style, and will provide greater insight into how you can ",p:19,x:187,y:679,w:682,h:29},
{t:"improve as a leader.  ",p:19,x:187,y:709,w:262,h:29},
{t:"If you are in a leadership role, regardless of your ",p:19,x:187,y:767,w:692,h:29},
{t:"position in your organization, start by asking yourself ",p:19,x:187,y:797,w:685,h:29},
{t:"the following key questions: ",p:19,x:187,y:826,w:347,h:29},
{t:"How focused am I?  ",p:19,x:187,y:885,w:265,h:29},
{t:"How much of my time do I spend communicating and ",p:19,x:187,y:914,w:684,h:29},
{t:"inspiring people about our mission, vision, values or ",p:19,x:187,y:943,w:688,h:29},
{t:"strategic goals?  ",p:19,x:187,y:973,w:204,h:29},
{t:"How much focus do I create in my organization?  ",p:19,x:187,y:1031,w:606,h:29},
{t:"How married am I/my organization to methods that ",p:19,x:187,y:1090,w:688,h:29},
{t:"have outlived their usefulness, that do not support the ",p:19,x:187,y:1119,w:683,h:29},
{t:"focus? ",p:19,x:187,y:1149,w:86,h:29},
{t:"Am I viewed as authentic?  ",p:19,x:187,y:1207,w:365,h:29},
{t:"Do people see and hear the real me?  ",p:19,x:187,y:1237,w:460,h:29},
{t:"Do I wear a mask at work, and remove it when I leave ",p:19,x:187,y:1295,w:684,h:29},
{t:"each evening?  ",p:19,x:187,y:1325,w:187,h:29},
{t:"When I commit to something, do I always keep that ",p:19,x:187,y:1384,w:688,h:29},
{t:"commitment?  ",p:19,x:187,y:1413,w:183,h:29},
{t:"Lead People…Manage Things  ",p:20,x:187,y:66,w:380,h:40},
{t:"20 ",p:20,x:1060,y:75,w:34,h:30},
{t:"How high is my ‘integrity quotient?’  ",p:20,x:187,y:149,w:448,h:29},
{t:"How courageous am I?  ",p:20,x:187,y:237,w:314,h:29},
{t:"Do I have the courage to stand my ground when my ",p:20,x:187,y:267,w:687,h:29},
{t:"focus and values are challenged?  ",p:20,x:187,y:296,w:420,h:29},
{t:"Do I stand firm, and only change my position when I ",p:20,x:187,y:355,w:686,h:29},
{t:"know that I am wrong?  ",p:20,x:187,y:384,w:298,h:29},
{t:"How well do I communicate what’s not negotiable (the ",p:20,x:187,y:443,w:685,h:29},
{t:"focus) and what is (how to achieve the focus)? ",p:20,x:187,y:472,w:568,h:29},
{t:"How empathetic am I?  ",p:20,x:187,y:531,w:312,h:29},
{t:"Too much/too little?  ",p:20,x:187,y:560,w:266,h:29},
{t:"Do I create enough opportunities for open and candid ",p:20,x:187,y:619,w:685,h:29},
{t:"dialogue?  ",p:20,x:187,y:648,w:132,h:29},
{t:"Do I ever find myself getting bogged down in ",p:20,x:187,y:707,w:699,h:29},
{t:"consensus building, or achieving false consensus?  ",p:20,x:187,y:736,w:632,h:29},
{t:"Is there a feeling of inclusiveness amongst the ",p:20,x:187,y:795,w:699,h:29},
{t:"members of my immediate team, my organization, and ",p:20,x:187,y:824,w:684,h:29},
{t:"with other stakeholders, including customers? ",p:20,x:187,y:854,w:576,h:29},
{t:"Do I make and execute decisions in a timely ",p:20,x:187,y:912,w:694,h:29},
{t:"fashion?  ",p:20,x:187,y:942,w:131,h:29},
{t:"Do I know when to 'fish or cut bait?'  ",p:20,x:187,y:1000,w:458,h:29},
{t:"Do I demand well-coordinated and timely execution of ",p:20,x:187,y:1059,w:685,h:29},
{t:"strategy from others?  ",p:20,x:187,y:1089,w:276,h:29},
{t:"Do I follow-up regularly? ",p:20,x:187,y:1147,w:309,h:29},
{t:"Asking these questions in a candid way will open up ",p:20,x:187,y:1206,w:686,h:29},
{t:"many possibilities for you and your organization...if ",p:20,x:187,y:1235,w:690,h:29},
{t:"you have the courage to do it.  ",p:20,x:187,y:1265,w:378,h:29},
{t:"As you make your way through this book, keep in ",p:20,x:187,y:1323,w:690,h:29},
{t:"mind that your diligent attendance to these five ",p:20,x:187,y:1353,w:693,h:29},
{t:"facets is what will distinguish you as a great leader in ",p:20,x:187,y:1382,w:684,h:29},
{t:"the true sense of the word…it will present to you many ",p:20,x:187,y:1411,w:683,h:29},
{t:"opportunities to develop and share your leadership ",p:20,x:187,y:1441,w:691,h:29},
{t:"skills, but only if you are prepared to make the effort. ",p:20,x:187,y:1470,w:679,h:29},
{t:"Lead People…Manage Things  ",p:21,x:187,y:66,w:380,h:40},
{t:"21 ",p:21,x:1060,y:75,w:34,h:30},
{t:"The Power of FOCUS ",p:21,x:187,y:356,w:645,h:68},
{t:"“Be like a postage stamp. Stick to one thing until you get ",p:21,x:187,y:488,w:652,h:29},
{t:"there” Mary Carty ",p:21,x:187,y:518,w:214,h:29},
{t:"Focus of this chapter: Developing the ability to be focused on ",p:21,x:187,y:602,w:687,h:24},
{t:"creating an outcome that matters and will endure, describing it ",p:21,x:187,y:626,w:684,h:24},
{t:"clearly and unambiguously, and assessing your readiness to ",p:21,x:187,y:651,w:690,h:24},
{t:"move forward with it. ",p:21,x:187,y:675,w:222,h:24},
{t:"One BIG idea that endures ",p:21,x:187,y:732,w:353,h:29},
{t:"A leader without a clear focus to offer can have no ",p:21,x:187,y:762,w:688,h:48},
{t:"true followers…what would they follow? They might ",p:21,x:187,y:810,w:690,h:29},
{t:"follow the person because he or she is ‘charismatic’, ",p:21,x:187,y:840,w:687,h:29},
{t:"but we all know that this type of ‘pop idol’ followership ",p:21,x:187,y:869,w:683,h:29},
{t:"simply does not endure.  ",p:21,x:187,y:898,w:310,h:29},
{t:"On the other hand, history has provided us with ",p:21,x:187,y:957,w:693,h:29},
{t:"examples of leaders who have pursued a BIG idea and ",p:21,x:187,y:986,w:684,h:29},
{t:"have had no problem in recruiting dedicated people to ",p:21,x:187,y:1016,w:684,h:29},
{t:"their cause.   ",p:21,x:187,y:1045,w:168,h:29},
{t:"Think of President John F. Kennedy, Mahatma ",p:21,x:187,y:1104,w:700,h:29},
{t:"Gandhi, Nelson Mandela, Rosa Parks, Jack Welch of ",p:21,x:187,y:1133,w:687,h:29},
{t:"GE, Walt Disney, Sam Walton, Fred Smith of Fed-Ex.  ",p:21,x:187,y:1162,w:667,h:29},
{t:"They all had BIG ideas.  ",p:21,x:187,y:1221,w:300,h:29},
{t:"It might be argued that many of these had a personal ",p:21,x:187,y:1280,w:685,h:29},
{t:"charisma, but in the final analysis it is their BIG ideas ",p:21,x:187,y:1309,w:683,h:29},
{t:"that they are remembered most for.  ",p:21,x:187,y:1339,w:450,h:29},
{t:"While they all had crises to overcome from time to ",p:21,x:187,y:1397,w:690,h:29},
{t:"time, they did not believe that overcoming a crisis was ",p:21,x:187,y:1427,w:684,h:29},
{t:"Lead People…Manage Things  ",p:22,x:187,y:66,w:380,h:40},
{t:"22 ",p:22,x:1060,y:75,w:34,h:30},
{t:"enough of a legacy to leave behind, or that it was ",p:22,x:187,y:149,w:691,h:29},
{t:"necessarily the mark of a good leader. ",p:22,x:187,y:179,w:471,h:29},
{t:"What do I mean by a BIG idea? Here are some ",p:22,x:187,y:237,w:694,h:29},
{t:"examples: ",p:22,x:187,y:267,w:130,h:29},
{t:"John F. Kennedy ",p:22,x:198,y:356,w:216,h:29},
{t:"  ",p:22,x:198,y:385,w:15,h:29},
{t:"Gandhi ",p:22,x:198,y:444,w:98,h:29},
{t:"  ",p:22,x:198,y:473,w:15,h:29},
{t:"Nelson Mandela ",p:22,x:198,y:503,w:203,h:29},
{t:"  ",p:22,x:198,y:532,w:15,h:29},
{t:"Rosa Parks ",p:22,x:198,y:561,w:145,h:29},
{t:"Jack Welch (GE) ",p:22,x:198,y:649,w:209,h:29},
{t:"  ",p:22,x:198,y:679,w:15,h:29},
{t:"Walt Disney ",p:22,x:198,y:737,w:155,h:29},
{t:"  ",p:22,x:198,y:767,w:15,h:29},
{t:"Sam Walton  ",p:22,x:198,y:796,w:164,h:29},
{t:"(Wal-Mart) ",p:22,x:198,y:825,w:137,h:29},
{t:"  ",p:22,x:198,y:855,w:15,h:29},
{t:"Fred Smith (Fed-",p:22,x:198,y:884,w:207,h:29},
{t:"Ex) ",p:22,x:198,y:913,w:47,h:29},
{t:"A man on the moon by the ",p:22,x:461,y:356,w:333,h:29},
{t:"end of the decade ",p:22,x:461,y:385,w:222,h:29},
{t:"Peaceful Opposition ",p:22,x:461,y:444,w:250,h:29},
{t:"An end to apartheid ",p:22,x:461,y:503,w:251,h:29},
{t:"“No” (her simple refusal to give up ",p:22,x:461,y:561,w:363,h:29},
{t:"her seat on a bus to a white man) ",p:22,x:461,y:590,w:349,h:24},
{t:"Be #1 or #2 in each of our ",p:22,x:461,y:644,w:326,h:29},
{t:"business sectors  ",p:22,x:461,y:674,w:219,h:29},
{t:"Make people happy ",p:22,x:461,y:732,w:244,h:29},
{t:"Be the #1 discounter in small-",p:22,x:461,y:791,w:371,h:29},
{t:"town America ",p:22,x:461,y:820,w:175,h:29},
{t:"Overnight worldwide parcel ",p:22,x:461,y:879,w:342,h:29},
{t:"delivery ",p:22,x:461,y:909,w:102,h:29},
{t:"BIG ideas? You bet! Crystal clear? That too!  ",p:22,x:187,y:998,w:549,h:29},
{t:"These are what I call ‘The Great Attractors’ – ideas or ",p:22,x:187,y:1056,w:685,h:29},
{t:"stances that are so compelling that the leader becomes ",p:22,x:187,y:1086,w:683,h:29},
{t:"obsessed with achieving them, and followers find such ",p:22,x:187,y:1115,w:684,h:29},
{t:"meaning in them that they simply wouldn’t want to be ",p:22,x:187,y:1144,w:684,h:29},
{t:"anywhere else but behind the leader and be part of ",p:22,x:187,y:1174,w:688,h:29},
{t:"something BIG.  ",p:22,x:187,y:1203,w:206,h:29},
{t:"How clear and compelling are your ideas?  ",p:22,x:187,y:1262,w:523,h:29},
{t:"Here’s a short exercise to try: Try to distill your ",p:22,x:187,y:1320,w:690,h:29},
{t:"focus (it could be your vision, mission, values, core ",p:22,x:187,y:1350,w:689,h:29},
{t:"philosophy, strategy) into a shorter statement.  ",p:22,x:187,y:1379,w:582,h:29},
{t:"Lead People…Manage Things  ",p:23,x:187,y:66,w:380,h:40},
{t:"23 ",p:23,x:1060,y:75,w:34,h:30},
{t:"Use the “Rule of 7, plus or minus 2”, i.e. the statement ",p:23,x:187,y:149,w:683,h:29},
{t:"must contain no less than FIVE words and no more ",p:23,x:187,y:179,w:687,h:29},
{t:"than NINE.  ",p:23,x:187,y:208,w:152,h:29},
{t:"Play with it for a while, fine-tune it until you come up ",p:23,x:187,y:267,w:684,h:29},
{t:"with something that is a ‘great attractor’. ",p:23,x:187,y:296,w:508,h:29},
{t:"Now, how does your focus stack up against the ",p:23,x:187,y:355,w:695,h:29},
{t:"leaders’ focus described above?  ",p:23,x:187,y:384,w:398,h:29},
{t:"It does not have to be as grand as theirs, but it should ",p:23,x:187,y:443,w:683,h:29},
{t:"hold up well against the following criteria: ",p:23,x:187,y:472,w:520,h:29},
{t:"• ",p:23,x:225,y:531,w:17,h:30},
{t:"Does it describe wha",p:23,x:262,y:533,w:253,h:29},
{t:"t you want to create? ",p:23,x:505,y:533,w:256,h:29},
{t:"• ",p:23,x:225,y:587,w:17,h:30},
{t:"Can you be crystal clear about it? ",p:23,x:262,y:588,w:424,h:29},
{t:"• ",p:23,x:225,y:643,w:17,h:30},
{t:"Are you truly committed to it? ",p:23,x:262,y:644,w:370,h:29},
{t:"• ",p:23,x:225,y:699,w:17,h:30},
{t:"Is it a significant depa rture from ‘business as ",p:23,x:262,y:700,w:614,h:29},
{t:"usual’?  ",p:23,x:262,y:730,w:104,h:29},
{t:"• ",p:23,x:225,y:784,w:17,h:30},
{t:"Will it be inspiring for you and others?  ",p:23,x:262,y:786,w:478,h:29},
{t:"You will have the opportunity to conduct a more in-",p:23,x:187,y:869,w:675,h:29},
{t:"depth self-assessment of your focus at the end of this ",p:23,x:187,y:899,w:685,h:29},
{t:"chapter, but for now just work with the criteria above.  ",p:23,x:187,y:928,w:678,h:29},
{t:"Don’t worry if it may seem to others to be ",p:23,x:187,y:987,w:701,h:29},
{t:"unachievable. BIG people, i.e. ones that are larger ",p:23,x:187,y:1016,w:692,h:29},
{t:"than life are attracted to BIG ideas and then they ",p:23,x:187,y:1045,w:683,h:29},
{t:"make them happen.  ",p:23,x:187,y:1075,w:260,h:29},
{t:"Attract to your ideas only those who want to share in ",p:23,x:187,y:1133,w:685,h:29},
{t:"the challenge and the adventure. Attract big thinkers ",p:23,x:187,y:1163,w:686,h:29},
{t:"and big doers. ",p:23,x:187,y:1192,w:181,h:29},
{t:"The leaders mentioned above had their detractors, and ",p:23,x:187,y:1251,w:684,h:29},
{t:"they also knew that they were not involved in a ",p:23,x:187,y:1280,w:693,h:29},
{t:"popularity contest.  ",p:23,x:187,y:1309,w:246,h:29},
{t:"You too will have your detractors. Don’t let them mess ",p:23,x:187,y:1368,w:684,h:29},
{t:"with your BIG idea. If you do you will lose focus and ",p:23,x:187,y:1397,w:686,h:29},
{t:"then very quickly lose followers. ",p:23,x:187,y:1427,w:397,h:29},
{t:"Lead People…Manage Things  ",p:24,x:187,y:66,w:380,h:40},
{t:"24 ",p:24,x:1060,y:75,w:34,h:30},
{t:"One BIG Crisis does not make a leader ",p:24,x:187,y:149,w:508,h:29},
{t:"So now you’re at a point where you have developed a ",p:24,x:187,y:179,w:686,h:29},
{t:"clear and inspiring focus that you are truly committed ",p:24,x:187,y:208,w:684,h:29},
{t:"to.  ",p:24,x:187,y:237,w:47,h:29},
{t:"But the world does not owe you anything, and ",p:24,x:187,y:296,w:696,h:29},
{t:"sometimes it has a strange way of reminding you of ",p:24,x:187,y:326,w:688,h:29},
{t:"that.  ",p:24,x:187,y:355,w:74,h:29},
{t:"When President John F. Kennedy entered office he had ",p:24,x:187,y:414,w:682,h:29},
{t:"a thin margin of support over Richard Nixon. His ",p:24,x:187,y:443,w:692,h:29},
{t:"popularity however rose dramatically when he was ",p:24,x:187,y:472,w:692,h:29},
{t:"able to focus his county’s attention on his one BIG ",p:24,x:187,y:502,w:689,h:29},
{t:"idea: “We will have a man on the moon before the end ",p:24,x:187,y:531,w:684,h:29},
{t:"of this decade”, even though he wasn’t around to see it ",p:24,x:187,y:560,w:682,h:29},
{t:"come through.  ",p:24,x:187,y:590,w:193,h:29},
{t:"His followership also grew when he had to deal with ",p:24,x:187,y:648,w:686,h:29},
{t:"his one BIG crisis, the Cuban missile threat.  ",p:24,x:187,y:678,w:560,h:29},
{t:"Most leaders who have gone into the annals of history, ",p:24,x:187,y:736,w:683,h:29},
{t:"whether it be politics, sports or business have led in ",p:24,x:187,y:766,w:686,h:29},
{t:"this fashion: they have had at least one BIG idea to ",p:24,x:187,y:795,w:688,h:29},
{t:"pursue plus one BIG crisis to manage, and they ",p:24,x:187,y:824,w:694,h:29},
{t:"pursued the former as tenaciously as they fought to ",p:24,x:187,y:854,w:688,h:29},
{t:"overcome the latter.  ",p:24,x:187,y:883,w:258,h:29},
{t:"In a business context, Jack Welch, recently retired ",p:24,x:187,y:942,w:691,h:29},
{t:"Chair and CEO of GE, rose to prominence because he ",p:24,x:187,y:971,w:685,h:29},
{t:"had more than one BIG idea, and more than his share ",p:24,x:187,y:1000,w:684,h:29},
{t:"of BIG crises to deal with.  ",p:24,x:187,y:1030,w:330,h:29},
{t:"In the early 1980’s when he took the helm at GE, ",p:24,x:187,y:1089,w:690,h:29},
{t:"inflation was running at an all time high, GE’s ",p:24,x:187,y:1118,w:696,h:29},
{t:"traditional business lines (e.g. home appliances) were ",p:24,x:187,y:1147,w:686,h:29},
{t:"showing lackluster performance, and by all accounts ",p:24,x:187,y:1177,w:687,h:29},
{t:"(other than Welch’s), the future looked grim.  ",p:24,x:187,y:1206,w:558,h:29},
{t:"But Welch had different ideas…BIG ideas, and he had ",p:24,x:187,y:1265,w:684,h:29},
{t:"the courage and energy to pursue them. His first BIG ",p:24,x:187,y:1294,w:685,h:29},
{t:"idea was to focus his managers’ attention on being the ",p:24,x:187,y:1323,w:684,h:29},
{t:"#1 or #2 in their respective business sectors.  ",p:24,x:187,y:1353,w:563,h:29},
{t:"And he and his team have never let go of that idea.  ",p:24,x:187,y:1411,w:638,h:29},
{t:"Lead People…Manage Things  ",p:25,x:187,y:66,w:380,h:40},
{t:"25 ",p:25,x:1060,y:75,w:34,h:30},
{t:"If they could not be #1 or #2, then they were forced to ",p:25,x:187,y:149,w:684,h:29},
{t:"make tough decisions, which they did.  ",p:25,x:187,y:179,w:486,h:29},
{t:"His one BIG crisis was to overcome complacency, ",p:25,x:187,y:237,w:693,h:29},
{t:"bureaucracy and a bloated organizational hierarchy.  ",p:25,x:187,y:267,w:657,h:29},
{t:"Initially, not everyone shared his view that this was a ",p:25,x:187,y:296,w:685,h:29},
{t:"crisis. After all, GE was an established, successful, ",p:25,x:187,y:326,w:690,h:29},
{t:"‘mature’ company.  ",p:25,x:187,y:355,w:242,h:29},
{t:"He nevertheless showed relentless determination and ",p:25,x:187,y:414,w:687,h:29},
{t:"courage in removing layers of bureaucracy and ",p:25,x:187,y:443,w:699,h:29},
{t:"overcoming complacency.  ",p:25,x:187,y:472,w:328,h:29},
{t:"During the 1980’s, he reduced the workforce from ",p:25,x:187,y:531,w:692,h:29},
{t:"404,000 to 229,0001…he became known as ‘Neutron ",p:25,x:187,y:560,w:687,h:29},
{t:"Jack’.  ",p:25,x:187,y:590,w:87,h:29},
{t:"If anyone thought that there wasn’t a crisis, they were ",p:25,x:187,y:648,w:684,h:29},
{t:"soon relieved of that illusion.  ",p:25,x:187,y:678,w:369,h:29},
{t:"And he wasn’t an outside manager parachuted in to ",p:25,x:187,y:736,w:687,h:29},
{t:"‘do a turnaround’. He was a twenty-year ‘veteran’, ",p:25,x:187,y:766,w:692,h:29},
{t:"having joined GE in 1960.  ",p:25,x:187,y:795,w:335,h:29},
{t:"For those that remained, the BIG idea, being #1 or #2 ",p:25,x:187,y:854,w:684,h:29},
{t:"in their respective sector, took on a whole new ",p:25,x:187,y:883,w:696,h:29},
{t:"importance.  ",p:25,x:187,y:912,w:162,h:29},
{t:"By dealing squarely with a crisis, he further reinforced ",p:25,x:187,y:971,w:684,h:29},
{t:"his authenticity and courage before he established his ",p:25,x:187,y:1000,w:684,h:29},
{t:"focus. ",p:25,x:187,y:1030,w:81,h:29},
{t:"Since then his other BIG ideas, all being successfully ",p:25,x:187,y:1089,w:686,h:29},
{t:"pursued, include a major move towards globalization, ",p:25,x:187,y:1118,w:686,h:29},
{t:"a substantial increase in high tech services and of ",p:25,x:187,y:1147,w:690,h:29},
{t:"course the now famous bottom line approach to Six ",p:25,x:187,y:1177,w:688,h:29},
{t:"Sigma Quality.  ",p:25,x:187,y:1206,w:197,h:29},
{t:"GE grew from $25 billion in sales, and $1.5 billion ",p:25,x:187,y:1265,w:689,h:29},
{t:"profits in 1980 to $110 billion revenues and close to ",p:25,x:187,y:1294,w:687,h:29},
{t:"$10 billion in profits in 1999.   ",p:25,x:187,y:1323,w:383,h:29},
{t:"That’s what a clear focus did for them. ",p:25,x:187,y:1382,w:479,h:29},
{t:"Lead People…Manage Things  ",p:26,x:187,y:66,w:380,h:40},
{t:"26 ",p:26,x:1060,y:75,w:34,h:30},
{t:"There are many other examples of successful leaders ",p:26,x:187,y:149,w:687,h:29},
{t:"who had BIG ideas AND had to manage through BIG ",p:26,x:187,y:179,w:686,h:29},
{t:"crises, e.g. Bill Gates (love him or hate him!).  ",p:26,x:187,y:208,w:563,h:29},
{t:"But think also of those leaders who were successful ",p:26,x:187,y:267,w:688,h:29},
{t:"when a BIG crisis loomed, only to falter afterwards ",p:26,x:187,y:296,w:690,h:29},
{t:"because they did not have or could not execute a BIG ",p:26,x:187,y:326,w:685,h:29},
{t:"idea, e.g. Winston Churchill, George Bush Snr., and ",p:26,x:187,y:355,w:688,h:29},
{t:"Jimmy Carter. ",p:26,x:187,y:384,w:184,h:29},
{t:"What motivates people to follow a leader? ",p:26,x:187,y:443,w:555,h:29},
{t:"Some people are drawn to lofty visions, a BIG idea, ",p:26,x:187,y:472,w:689,h:29},
{t:"while some people are motivated to take action only ",p:26,x:187,y:502,w:688,h:29},
{t:"when there is a ‘real and present danger’, a BIG crisis.  ",p:26,x:187,y:531,w:681,h:29},
{t:"How can you get both types on your side?  ",p:26,x:187,y:590,w:526,h:29},
{t:"Don’t just identify what motivates them, but also ",p:26,x:187,y:648,w:693,h:29},
{t:"identify their direction of motivation, then FOCUS your ",p:26,x:187,y:678,w:684,h:29},
{t:"message accordingly.  ",p:26,x:187,y:707,w:275,h:29},
{t:"What do I mean by direction of motivation?  ",p:26,x:187,y:766,w:533,h:29},
{t:"A person drawn to your big idea can be said to have a ",p:26,x:187,y:824,w:684,h:29},
{t:"‘towards’ motivation, whereas a person motivated by a ",p:26,x:187,y:854,w:685,h:29},
{t:"big crisis can be said to have an ‘away from’ ",p:26,x:187,y:883,w:698,h:29},
{t:"motivation.  ",p:26,x:187,y:912,w:153,h:29},
{t:"If you can have BOTH motivations working at once, ",p:26,x:187,y:971,w:689,h:29},
{t:"then you have a powerful driver of actions.  ",p:26,x:187,y:1001,w:538,h:29},
{t:"We all are motivated in these two directions depending ",p:26,x:187,y:1059,w:683,h:29},
{t:"on the circumstances, but most of us have a particular ",p:26,x:187,y:1089,w:683,h:29},
{t:"preference or bias for one direction over the other.  ",p:26,x:187,y:1118,w:628,h:29},
{t:"People with a bias for a ‘towards’ motivation tend to be ",p:26,x:187,y:1177,w:684,h:29},
{t:"the dreamers and innovators, while those with a bias ",p:26,x:187,y:1206,w:686,h:29},
{t:"for an ‘away from’ motivation tend to be good problem ",p:26,x:187,y:1235,w:684,h:29},
{t:"solvers.  ",p:26,x:187,y:1265,w:108,h:29},
{t:"You need both types on your side.   ",p:26,x:187,y:1323,w:440,h:29},
{t:"Let’s say that your chosen focus, your big idea, is for ",p:26,x:187,y:1382,w:686,h:29},
{t:"your organization to be an acknowledged center of ",p:26,x:187,y:1411,w:691,h:29},
{t:"excellence in your industry.  ",p:26,x:187,y:1441,w:354,h:29},
{t:"Lead People…Manage Things  ",p:27,x:187,y:66,w:380,h:40},
{t:"27 ",p:27,x:1060,y:75,w:34,h:30},
{t:"Those with a ‘towards motivation’ will be motivated by ",p:27,x:187,y:149,w:684,h:29},
{t:"what achieving that goal will do for them. For example, ",p:27,x:187,y:179,w:683,h:29},
{t:"being a contributing member of a center of excellence ",p:27,x:187,y:208,w:685,h:29},
{t:"will bring personal and professional recognition, ",p:27,x:187,y:237,w:700,h:29},
{t:"perhaps even increasing their own market worth as ",p:27,x:187,y:267,w:689,h:29},
{t:"well as that of the organization.  ",p:27,x:187,y:296,w:401,h:29},
{t:"Those with an ‘away from’ motivation will be motivated ",p:27,x:187,y:355,w:683,h:29},
{t:"by a message that clearly articulates what will happen ",p:27,x:187,y:384,w:684,h:29},
{t:"if the FOCUS is NOT achieved…perhaps it will mean a ",p:27,x:187,y:414,w:684,h:29},
{t:"reduction in their market worth, or even downsizing ",p:27,x:187,y:443,w:689,h:29},
{t:"and layoffs. ",p:27,x:187,y:472,w:149,h:29},
{t:"In both cases, in order for motivation to occur, the ",p:27,x:187,y:531,w:689,h:29},
{t:"consequences are best spoken about as if they were ",p:27,x:187,y:560,w:688,h:29},
{t:"already happening, using the present tense.  ",p:27,x:187,y:590,w:545,h:29},
{t:"The consequences (what will achieving this focus do ",p:27,x:187,y:648,w:688,h:29},
{t:"for us, and what will NOT achieving this focus do to ",p:27,x:187,y:678,w:687,h:29},
{t:"us) must be believable and credible.  ",p:27,x:187,y:707,w:455,h:29},
{t:"In the next chapter we will deal with the subject of ",p:27,x:187,y:766,w:688,h:29},
{t:"Authenticity, which deals with this in much more ",p:27,x:187,y:795,w:693,h:29},
{t:"detail.  ",p:27,x:187,y:824,w:91,h:29},
{t:"For now, keep in mind that your commitment to your ",p:27,x:187,y:883,w:685,h:29},
{t:"FOCUS needs to be born out of a strong belief in the ",p:27,x:187,y:913,w:686,h:29},
{t:"consequences that you will be articulating.  ",p:27,x:187,y:942,w:535,h:29},
{t:"If ",p:27,x:187,y:1001,w:24,h:29},
{t:"you have difficulty believing what these ",p:27,x:239,y:1001,w:658,h:29},
{t:"consequences are, then you need to go back to the ",p:27,x:187,y:1030,w:689,h:29},
{t:"drawing board and come up with a new or revised ",p:27,x:187,y:1059,w:689,h:29},
{t:"focus. ",p:27,x:187,y:1089,w:81,h:29},
{t:"Tips for creating a clear focus ",p:27,x:187,y:1147,w:397,h:29},
{t:"Let’s get even clearer about ‘focus’. A clear focus is: ",p:27,x:187,y:1177,w:634,h:29},
{t:"A Central Theme.  ",p:27,x:187,y:1235,w:244,h:29},
{t:"First of all, a focus is your central theme.  ",p:27,x:187,y:1265,w:520,h:29},
{t:"In time, you may move your focus to something else, ",p:27,x:187,y:1323,w:686,h:29},
{t:"but only after your initial focus is achieved and ",p:27,x:187,y:1353,w:694,h:29},
{t:"imbedded in the culture of your organization.  ",p:27,x:187,y:1382,w:570,h:29},
{t:"Lead People…Manage Things  ",p:28,x:187,y:66,w:380,h:40},
{t:"28 ",p:28,x:1060,y:75,w:34,h:30},
{t:"When that happens, people will be able to tune in to ",p:28,x:187,y:149,w:686,h:29},
{t:"other things to focus on in addition to the initial focus. ",p:28,x:187,y:179,w:683,h:29},
{t:"In other words, they will develop the ability over time ",p:28,x:187,y:208,w:686,h:29},
{t:"to have multiple focal points.  ",p:28,x:187,y:237,w:370,h:29},
{t:"But start with a single, overarching focus. This has to ",p:28,x:187,y:296,w:685,h:29},
{t:"be absolutely central to the success of your ",p:28,x:187,y:326,w:703,h:29},
{t:"organization.  ",p:28,x:187,y:355,w:175,h:29},
{t:"Komatsu adopted a central theme when they decided ",p:28,x:187,y:414,w:687,h:29},
{t:"to take on Caterpillar, a company many times their ",p:28,x:187,y:443,w:689,h:29},
{t:"size. They adopted the phrase “Circle C”, the C ",p:28,x:187,y:472,w:696,h:29},
{t:"standing for Caterpillar. No doubts about where they ",p:28,x:187,y:502,w:687,h:29},
{t:"set their sights!   ",p:28,x:187,y:531,w:213,h:29},
{t:"GE adopted a focus of being #1 or #2 in each business ",p:28,x:187,y:590,w:683,h:29},
{t:"sector that they were in, and they were relentless ",p:28,x:187,y:619,w:692,h:29},
{t:"about pursuing it. ",p:28,x:187,y:648,w:230,h:29},
{t:"An Enduring End Result.  ",p:28,x:187,y:707,w:345,h:29},
{t:"In all of the examples given, the focus was on the ",p:28,x:187,y:736,w:690,h:29},
{t:"desired end result. And that result endures…it’s not a ",p:28,x:187,y:766,w:684,h:29},
{t:"once off goal.  ",p:28,x:187,y:795,w:176,h:29},
{t:"It lays the foundation for even greater achievements ",p:28,x:187,y:854,w:688,h:29},
{t:"into the future. Also, there was no discussion on ",p:28,x:187,y:883,w:692,h:29},
{t:"means, timelines, resources, and barriers.  ",p:28,x:187,y:912,w:532,h:29},
{t:"These ‘details’ would be left open in order to attract ",p:28,x:187,y:971,w:688,h:29},
{t:"others to join in, discuss and deal with them, always ",p:28,x:187,y:1000,w:686,h:29},
{t:"allowing as much room for creativity and innovation as ",p:28,x:187,y:1030,w:683,h:29},
{t:"possible.  ",p:28,x:187,y:1059,w:123,h:29},
{t:"Leaving this amount of space for people is one of the ",p:28,x:187,y:1118,w:686,h:29},
{t:"key ingredients that make the focus a ‘great attractor’. ",p:28,x:187,y:1147,w:672,h:29},
{t:"Neither was there any reference to the advisability or ",p:28,x:187,y:1206,w:686,h:29},
{t:"do-ability of the focus.  ",p:28,x:187,y:1235,w:289,h:29},
{t:"This cuts right across the textbook advice often given ",p:28,x:187,y:1294,w:686,h:29},
{t:"in business schools around adopting goals that are ",p:28,x:187,y:1323,w:690,h:29},
{t:"‘SMART’ (specific, measurable, achievable, realistic, ",p:28,x:187,y:1353,w:694,h:29},
{t:"time-lined) – the focus of our leaders above was on ",p:28,x:187,y:1382,w:689,h:29},
{t:"‘specific and measurable’…they left the details, the ",p:28,x:187,y:1411,w:692,h:29},
{t:"‘how’, to others, while they stayed loyal to the focus, ",p:28,x:187,y:1441,w:687,h:29},
{t:"the ‘what’.  ",p:28,x:187,y:1470,w:142,h:29},
{t:"Lead People…Manage Things  ",p:29,x:187,y:66,w:380,h:40},
{t:"29 ",p:29,x:1060,y:75,w:34,h:30},
{t:"In many cases the leaders were viewed as ‘out to ",p:29,x:187,y:179,w:692,h:29},
{t:"lunch’, even out of step with ‘what the market wants’, ",p:29,x:187,y:208,w:685,h:29},
{t:"out of touch with ‘reality’.  ",p:29,x:187,y:237,w:329,h:29},
{t:"But they succeeded.  ",p:29,x:187,y:296,w:263,h:29},
{t:"They had an iron will and a relentless FOCUS on the ",p:29,x:187,y:355,w:686,h:29},
{t:"end result. ",p:29,x:187,y:384,w:140,h:29},
{t:"A Call to Action.  ",p:29,x:187,y:443,w:233,h:29},
{t:"Leaders who have such an overarching goal, a central ",p:29,x:187,y:472,w:685,h:29},
{t:"theme, also focus people on taking action.  ",p:29,x:187,y:502,w:530,h:29},
{t:"They start by taking action themselves.  ",p:29,x:187,y:560,w:496,h:29},
{t:"Jack Welch of GE took action in the 1980’s when he ",p:29,x:187,y:619,w:686,h:29},
{t:"had to scale down his organization and remove layers ",p:29,x:187,y:648,w:685,h:29},
{t:"of bureaucracy. He knew that if he didn’t he would fail, ",p:29,x:187,y:678,w:683,h:29},
{t:"and failure on such a grand scale was not on his ",p:29,x:187,y:707,w:690,h:29},
{t:"leadership agenda.  ",p:29,x:187,y:736,w:246,h:29},
{t:"He didn’t stop there either. He took the slimmed down ",p:29,x:187,y:795,w:684,h:29},
{t:"organization, refocused it and gave it a ‘workout’ to get ",p:29,x:187,y:824,w:683,h:29},
{t:"it fit to do battle. He called it the GE Workout® - and it ",p:29,x:187,y:854,w:682,h:30},
{t:"was the foundation for GE becoming a team based, ",p:29,x:187,y:885,w:689,h:29},
{t:"continuous improvement powerhouse.  ",p:29,x:187,y:914,w:484,h:29},
{t:"A New, Much Higher Standard.  ",p:29,x:187,y:973,w:423,h:29},
{t:"‘It can’t be done!’ comes the rebuttal as the leader ",p:29,x:187,y:1002,w:690,h:29},
{t:"announces her new focus.  ",p:29,x:187,y:1031,w:336,h:29},
{t:"‘Why not?’ comes the reply from the leader.   ",p:29,x:187,y:1090,w:552,h:29},
{t:"‘Because, no one else has ever attempted it, we don’t ",p:29,x:187,y:1149,w:686,h:29},
{t:"have the capacity, the market won’t take to it, we’re ",p:29,x:187,y:1178,w:687,h:29},
{t:"bleeding red ink, the unions will go on a rampage, we ",p:29,x:187,y:1207,w:685,h:29},
{t:"already have a focus: survival!’  ",p:29,x:187,y:1237,w:391,h:29},
{t:"‘But…’ said the leader, ‘we’re going to do it – so lead, ",p:29,x:187,y:1295,w:686,h:29},
{t:"follow or get out of the way!’  ",p:29,x:187,y:1325,w:357,h:29},
{t:"New, much higher standards call for dramatic change.  ",p:29,x:187,y:1384,w:681,h:29},
{t:"Lead People…Manage Things  ",p:30,x:187,y:66,w:380,h:40},
{t:"30 ",p:30,x:1060,y:75,w:34,h:30},
{t:"Change calls for actions on a number of fronts:  ",p:30,x:187,y:149,w:592,h:29},
{t:"STOP doing something we have always done,  ",p:30,x:187,y:208,w:564,h:29},
{t:"START doing something new (that we may not have a ",p:30,x:187,y:267,w:685,h:29},
{t:"clue about…yet), ",p:30,x:187,y:296,w:213,h:29},
{t:"IMPROVE something that we are currently doing, but ",p:30,x:187,y:355,w:686,h:29},
{t:"need to do dramatically better. ",p:30,x:187,y:384,w:382,h:29},
{t:"This ",p:30,x:187,y:443,w:60,h:29},
{t:"stop-start-improve approach is unsettling for ",p:30,x:262,y:443,w:622,h:29},
{t:"many people...except those who are attracted to BIG ",p:30,x:187,y:472,w:688,h:29},
{t:"ideas, for these are your champions of change – the ",p:30,x:187,y:502,w:688,h:29},
{t:"ones who will work long hours and dedicate ",p:30,x:187,y:531,w:702,h:29},
{t:"themselves to making it happen.  ",p:30,x:187,y:560,w:414,h:29},
{t:"Use these champions as examples of the new higher ",p:30,x:187,y:619,w:687,h:29},
{t:"standard.  ",p:30,x:187,y:648,w:134,h:29},
{t:"But don’t stop there.  ",p:30,x:187,y:707,w:269,h:29},
{t:"Promote them, encourage them, train them, coach ",p:30,x:187,y:766,w:692,h:29},
{t:"them, reward them and recognize them.  ",p:30,x:187,y:795,w:504,h:29},
{t:"If you don’t, they will up and leave, and you will have ",p:30,x:187,y:854,w:685,h:29},
{t:"to rely on the detractors and fence sitters.  ",p:30,x:187,y:883,w:528,h:29},
{t:"And then your attempts at change will feel like trying ",p:30,x:187,y:942,w:685,h:29},
{t:"to bowl uphill in the snow.  ",p:30,x:187,y:971,w:341,h:29},
{t:"You will fail.  ",p:30,x:187,y:1030,w:166,h:29},
{t:"Some of the detractors and fence sitters may come ",p:30,x:187,y:1089,w:690,h:29},
{t:"over and become champions, but it will take a while ",p:30,x:187,y:1118,w:687,h:29},
{t:"and there are no guarantees.   ",p:30,x:187,y:1147,w:378,h:29},
{t:"Some will leave the organization because the challenge ",p:30,x:187,y:1206,w:683,h:29},
{t:"will be just too much for them, or it’s not what they ",p:30,x:187,y:1235,w:687,h:29},
{t:"originally signed up for.  ",p:30,x:187,y:1265,w:305,h:29},
{t:"And some you will just have to fire. ",p:30,x:187,y:1323,w:438,h:29},
{t:"On the following pages we have included a self-",p:30,x:187,y:1382,w:675,h:29},
{t:"assessment questionnaire that will enable you to test ",p:30,x:187,y:1411,w:686,h:29},
{t:"your focus.  ",p:30,x:187,y:1441,w:152,h:29},
{t:"Lead People…Manage Things  ",p:31,x:187,y:66,w:380,h:40},
{t:"31 ",p:31,x:1060,y:75,w:34,h:30},
{t:"To answer some of these questions you will have to ",p:31,x:187,y:149,w:688,h:29},
{t:"send out some ‘trial balloons’, to test out your focus ",p:31,x:187,y:179,w:687,h:29},
{t:"with others. Do that first, but don’t overdo it.  ",p:31,x:187,y:208,w:567,h:29},
{t:"Modify the questionnaire to suit your needs. There are ",p:31,x:187,y:267,w:684,h:29},
{t:"17 questions in total, with a highest possible score of ",p:31,x:187,y:296,w:685,h:29},
{t:"85.  ",p:31,x:187,y:326,w:55,h:29},
{t:"Anywhere between 68 and 85 is regarded as high, and ",p:31,x:187,y:384,w:684,h:29},
{t:"means that you are probably ready to move forward ",p:31,x:187,y:414,w:688,h:29},
{t:"with conviction.  ",p:31,x:187,y:443,w:209,h:29},
{t:"But don’t just use the score to make your ",p:31,x:187,y:502,w:703,h:29},
{t:"decision…move forward only when YOU feel ready. ",p:31,x:187,y:531,w:627,h:29},
{t:"Lead People…Manage Things  ",p:32,x:187,y:66,w:380,h:40},
{t:"32 ",p:32,x:1060,y:75,w:34,h:30},
{t:"Self-Assessment: Do you have an inspiring FOCUS?  ",p:32,x:187,y:149,w:685,h:29},
{t:"By now, you should have a good feel for what your ",p:32,x:187,y:179,w:689,h:29},
{t:"‘focus’ is all about. It’s really quite simple. But it’s not ",p:32,x:187,y:208,w:684,h:29},
{t:"easy. That’s what makes focused leadership so ",p:32,x:187,y:237,w:700,h:29},
{t:"powerful – not all leaders achieve it. When you do, you ",p:32,x:187,y:267,w:683,h:29},
{t:"will stand out from the crowd. In that crowd, many ",p:32,x:187,y:296,w:688,h:29},
{t:"leaders allow themselves to be distracted, even ",p:32,x:187,y:326,w:700,h:29},
{t:"allowing others to plant seeds of doubt in the minds of ",p:32,x:187,y:355,w:683,h:29},
{t:"followers.  Don’t let this happen to you. To help you ",p:32,x:187,y:384,w:687,h:29},
{t:"with that, here are some self-test questions that you ",p:32,x:187,y:414,w:687,h:29},
{t:"can use in addition to the main criteria used earlier: ",p:32,x:187,y:443,w:647,h:29},
{t:"First, describe your focus (remember the Rule of 7, ",p:32,x:187,y:502,w:687,h:29},
{t:"plus or minus 2): ",p:32,x:187,y:531,w:209,h:29},
{t:"My FOCUS (Use the present tense): ",p:32,x:187,y:591,w:442,h:29},
{t:"Describe the ‘towards’ motivators (i.e. ",p:32,x:187,y:826,w:487,h:29},
{t:"consequences that will occur as the FOCUS is ",p:32,x:187,y:856,w:571,h:29},
{t:"achieved). Use the present tense: ",p:32,x:187,y:885,w:410,h:29},
{t:"Describe the ‘away from’ motivators (i.e. ",p:32,x:187,y:1092,w:519,h:29},
{t:"consequences that will occur if the FOCUS is NOT ",p:32,x:187,y:1121,w:621,h:29},
{t:"achieved). Use the present tense: ",p:32,x:187,y:1150,w:410,h:29},
{t:"Lead People…Manage Things  ",p:33,x:187,y:66,w:380,h:40},
{t:"33 ",p:33,x:1060,y:75,w:34,h:30},
{t:"Now, rate your focus using the following five-point scale: ",p:33,x:187,y:149,w:711,h:29},
{t:"1 = Strongly Disagree ",p:33,x:187,y:208,w:225,h:24},
{t:"2 = Disagree ",p:33,x:187,y:232,w:133,h:24},
{t:"3 = Neither Agree nor Disagree ",p:33,x:187,y:257,w:318,h:24},
{t:"4 = Agree ",p:33,x:187,y:281,w:101,h:24},
{t:"5 = Strongly Agree ",p:33,x:187,y:306,w:193,h:24},
{t:"Question ",p:33,x:187,y:361,w:125,h:29},
{t:"Score ",p:33,x:733,y:361,w:75,h:29},
{t:"My FOCUS is clear and unambiguous  ",p:33,x:187,y:391,w:488,h:29},
{t:"Notes: ",p:33,x:187,y:422,w:84,h:29},
{t:"My FOCUS is specific and measurable  ",p:33,x:187,y:481,w:499,h:29},
{t:"Notes: ",p:33,x:187,y:512,w:84,h:29},
{t:"My FOCUS is central to the success of ",p:33,x:187,y:571,w:483,h:29},
{t:"my organization? ",p:33,x:187,y:601,w:217,h:29},
{t:"Notes: ",p:33,x:187,y:631,w:84,h:29},
{t:"My FOCUS excites me ",p:33,x:187,y:691,w:291,h:29},
{t:"Notes: ",p:33,x:187,y:721,w:84,h:29},
{t:"My FOCUS gets me out of bed in the ",p:33,x:187,y:781,w:471,h:29},
{t:"morning ",p:33,x:187,y:810,w:110,h:29},
{t:"Notes: ",p:33,x:187,y:841,w:84,h:29},
{t:"My FOCUS sometimes keeps me awake ",p:33,x:187,y:900,w:497,h:29},
{t:"at night ",p:33,x:187,y:930,w:103,h:29},
{t:"Notes: ",p:33,x:187,y:960,w:84,h:29},
{t:"My FOCUS sometimes scares me ",p:33,x:187,y:1020,w:415,h:29},
{t:"Notes: ",p:33,x:187,y:1050,w:84,h:29},
{t:"I have the energy to see it through ",p:33,x:187,y:1110,w:433,h:29},
{t:"Notes: ",p:33,x:187,y:1140,w:84,h:29},
{t:"I am willing to stake my career and ",p:33,x:187,y:1200,w:466,h:29},
{t:"reputation on it ",p:33,x:187,y:1230,w:209,h:29},
{t:"Notes: ",p:33,x:187,y:1260,w:84,h:29},
{t:"My FOCUS excites other key players  ",p:33,x:187,y:1320,w:469,h:29},
{t:"Notes: ",p:33,x:187,y:1350,w:84,h:29},
{t:"Lead People…Manage Things  ",p:34,x:187,y:66,w:380,h:40},
{t:"34 ",p:34,x:1060,y:75,w:34,h:30},
{t:"These other key players have the ",p:34,x:187,y:180,w:429,h:29},
{t:"energy to see it through ",p:34,x:187,y:209,w:305,h:29},
{t:"Notes: ",p:34,x:187,y:240,w:84,h:29},
{t:"My FOCUS gets a negative reaction ",p:34,x:187,y:299,w:457,h:29},
{t:"from some people ",p:34,x:187,y:329,w:221,h:29},
{t:"Notes: ",p:34,x:187,y:359,w:84,h:29},
{t:"My FOCUS will endure & form a ",p:34,x:187,y:419,w:413,h:29},
{t:"foundation for greater things to follow ",p:34,x:187,y:448,w:479,h:29},
{t:"Notes: ",p:34,x:187,y:478,w:84,h:29},
{t:"My FOCUS sets a new, much higher ",p:34,x:187,y:538,w:460,h:29},
{t:"standard ",p:34,x:187,y:568,w:122,h:29},
{t:"Notes: ",p:34,x:187,y:598,w:84,h:29},
{t:"My FOCUS includes a call to action ",p:34,x:187,y:658,w:456,h:29},
{t:"Notes: ",p:34,x:187,y:688,w:84,h:29},
{t:"I can describe the consequences of ",p:34,x:187,y:748,w:443,h:29},
{t:"achieving it ",p:34,x:187,y:777,w:148,h:29},
{t:"Notes: ",p:34,x:187,y:808,w:84,h:29},
{t:"I can describe the consequences of NOT ",p:34,x:187,y:867,w:505,h:29},
{t:"achieving it ",p:34,x:187,y:897,w:148,h:29},
{t:"Notes: ",p:34,x:187,y:927,w:84,h:29},
{t:"Total Score: ",p:34,x:535,y:1016,w:164,h:29},
{t:"Total the score you have awarded to your FOCUS. A ",p:34,x:187,y:1106,w:687,h:29},
{t:"score below 51 means that your FOCUS requires ",p:34,x:187,y:1136,w:694,h:29},
{t:"major rework; a score between 51 and 68 means that ",p:34,x:187,y:1165,w:685,h:29},
{t:"your FOCUS could do with some refining; a score ",p:34,x:187,y:1194,w:692,h:29},
{t:"above 68 means that you are probably ready to move ",p:34,x:187,y:1224,w:686,h:29},
{t:"forward.  ",p:34,x:187,y:1253,w:117,h:29},
{t:"Keep in mind that a high score does not mean that ",p:34,x:187,y:1312,w:688,h:29},
{t:"your FOCUS is flawless.  ",p:34,x:187,y:1341,w:310,h:29},
{t:"Some points may still need some work. Review your ",p:34,x:187,y:1400,w:683,h:29},
{t:"notes as well as your score! ",p:34,x:187,y:1429,w:365,h:29},
{t:"Lead People…Manage Things  ",p:35,x:187,y:66,w:380,h:40},
{t:"35 ",p:35,x:1060,y:75,w:34,h:30},
{t:"Revise your FOCUS if necessary and adjust your ",p:35,x:187,y:149,w:692,h:29},
{t:"rating ",p:35,x:187,y:179,w:80,h:29},
{t:"Make a decision…are you ready to move forward with ",p:35,x:187,y:237,w:684,h:29},
{t:"it? ",p:35,x:187,y:267,w:38,h:29},
{t:"This is not a ‘scientific’ process. People tend to respond ",p:35,x:187,y:326,w:682,h:29},
{t:"to a focus emotionally, which pure science has great ",p:35,x:187,y:355,w:687,h:29},
{t:"difficulty in dealing with.  ",p:35,x:187,y:384,w:320,h:29},
{t:"Refine the above questions, even add your own.  ",p:35,x:187,y:443,w:597,h:29},
{t:"Ask other key players to ‘take the test’ and discuss the ",p:35,x:187,y:502,w:683,h:29},
{t:"results with you.  ",p:35,x:187,y:531,w:221,h:29},
{t:"Use dialogue to refine your focus…but always, always ",p:35,x:187,y:590,w:685,h:29},
{t:"remember that it is your focus.  ",p:35,x:187,y:619,w:393,h:29},
{t:"If someone else were in your leadership position, they ",p:35,x:187,y:678,w:685,h:29},
{t:"would come up with their own focus, which no doubt ",p:35,x:187,y:707,w:685,h:29},
{t:"would be different than yours.  ",p:35,x:187,y:736,w:385,h:29},
{t:"Think of your focus as your leadership ",p:35,x:187,y:795,w:717,h:29},
{t:"legacy…something BIG and exciting that you ",p:35,x:187,y:824,w:683,h:29},
{t:"successfully lead people towards, and which bears ",p:35,x:187,y:854,w:692,h:29},
{t:"your hallmark.  ",p:35,x:187,y:883,w:198,h:29},
{t:"Make it matter. ",p:35,x:187,y:942,w:196,h:29},
{t:"A final note on FOCUS ",p:35,x:187,y:1000,w:300,h:29},
{t:"One of the determining factors that separates high ",p:35,x:187,y:1030,w:691,h:29},
{t:"performance leadership from all other caliber of ",p:35,x:187,y:1059,w:698,h:29},
{t:"leadership is the ability of the leader to focus ",p:35,x:187,y:1089,w:698,h:29},
{t:"attention, their own and others, not just on dealing ",p:35,x:187,y:1118,w:689,h:29},
{t:"effectively with BIG crises, but on creating and ",p:35,x:187,y:1147,w:697,h:29},
{t:"executing BIG ideas that will move their organizations, ",p:35,x:187,y:1177,w:683,h:29},
{t:"their communities, their industries (and even the ",p:35,x:187,y:1206,w:695,h:29},
{t:"entire world) forward.  ",p:35,x:187,y:1235,w:279,h:29},
{t:"The latter is what eventually stirs people to action, or ",p:35,x:187,y:1294,w:685,h:29},
{t:"as Jack Welch so aptly put it: ",p:35,x:187,y:1323,w:370,h:29},
{t:"Lead People…Manage Things  ",p:36,x:187,y:66,w:380,h:40},
{t:"36 ",p:36,x:1060,y:75,w:34,h:30},
{t:"“With leadership the question at the beginning and at the ",p:36,x:187,y:178,w:664,h:29},
{t:"end of the day is, ‘How far can we take this…how big can ",p:36,x:187,y:207,w:674,h:29},
{t:"we grow it…and how fast can we get there?’” ",p:36,x:187,y:236,w:532,h:29},
{t:"Will people question your focus?  ",p:36,x:187,y:347,w:412,h:29},
{t:"Sure they will.  ",p:36,x:187,y:405,w:192,h:29},
{t:"Which brings us on to the next chapter… ",p:36,x:187,y:464,w:512,h:29},
{t:"See the bibliography section for more references on ",p:36,x:187,y:555,w:690,h:29},
{t:"Focus.",p:36,x:187,y:584,w:81,h:29},
{t:"Lead People…Manage Things  ",p:37,x:187,y:66,w:380,h:40},
{t:"37 ",p:37,x:1060,y:75,w:34,h:30},
{t:"Authentic Leadership ",p:37,x:187,y:386,w:624,h:63},
{t:"“We have to dare to be ourselves, however frightening or ",p:37,x:187,y:513,w:658,h:29},
{t:"strange that self may prove to be” – Mary Sarton ",p:37,x:187,y:542,w:564,h:29},
{t:"Focus of this chapter: To develop the ability to be yourself at all ",p:37,x:187,y:655,w:684,h:24},
{t:"times, to avoid wearing a mask, to talk about your feelings in a ",p:37,x:187,y:680,w:684,h:24},
{t:"given situation, to avoid manipulative behavior and so build trust ",p:37,x:187,y:704,w:682,h:24},
{t:"with those around you. To encourage others to take the same risk ",p:37,x:187,y:729,w:681,h:24},
{t:"and reveal their authentic selves. ",p:37,x:187,y:753,w:344,h:24},
{t:"Showing the real you ",p:37,x:187,y:840,w:283,h:29},
{t:"So, you have developed a powerful and inspiring ",p:37,x:187,y:869,w:693,h:48},
{t:"focus. Even though it may not exactly meet all the ",p:37,x:187,y:918,w:690,h:29},
{t:"criteria covered earlier, you still feel strongly enough ",p:37,x:187,y:947,w:687,h:29},
{t:"about it to move forward.  ",p:37,x:187,y:977,w:324,h:29},
{t:"Congratulations!  ",p:37,x:187,y:1035,w:220,h:29},
{t:"With the rollout of your focus, your integrity is now on ",p:37,x:187,y:1094,w:684,h:29},
{t:"the line. There is no turning back.   ",p:37,x:187,y:1123,w:441,h:29},
{t:"In your darkest moments you will sometimes admit to ",p:37,x:187,y:1182,w:684,h:29},
{t:"yourself that you must be crazy, including those times ",p:37,x:187,y:1211,w:684,h:29},
{t:"when even your staunchest backers will seem to be ",p:37,x:187,y:1241,w:688,h:29},
{t:"doubting your sanity.  ",p:37,x:187,y:1270,w:279,h:29},
{t:"This is when you must draw upon your greatest asset ",p:37,x:187,y:1329,w:685,h:29},
{t:"– yourself.  ",p:37,x:187,y:1358,w:141,h:29},
{t:"Lead People…Manage Things  ",p:38,x:187,y:66,w:380,h:40},
{t:"38 ",p:38,x:1060,y:75,w:34,h:30},
{t:"To do that you must know yourself – intimately. No ",p:38,x:187,y:149,w:688,h:29},
{t:"‘mirror, mirror on the wall’ here. No ego trips. Know ",p:38,x:187,y:179,w:687,h:29},
{t:"your strengths and your limitations.  ",p:38,x:187,y:208,w:459,h:29},
{t:"If you cannot be open and candid with yourself, it will ",p:38,x:187,y:267,w:684,h:29},
{t:"show through with others and you run the risk of ",p:38,x:187,y:296,w:690,h:29},
{t:"being perceived as inauthentic, even a fake.  ",p:38,x:187,y:326,w:550,h:29},
{t:"So what is authenticity?  ",p:38,x:187,y:384,w:312,h:29},
{t:"Well, it’s not about doing assessment tests, seeking ",p:38,x:187,y:443,w:689,h:29},
{t:"‘360’ feedback and bashing yourself up.  ",p:38,x:187,y:472,w:502,h:29},
{t:"It’s about understanding enough about your self to be ",p:38,x:187,y:531,w:684,h:29},
{t:"able to step forward with confidence and say things ",p:38,x:187,y:560,w:688,h:29},
{t:"like: ",p:38,x:187,y:590,w:59,h:29},
{t:"“I know what I’m good at and what I’m not so ",p:38,x:270,y:648,w:604,h:29},
{t:"good at. I will build on my strengths and shore ",p:38,x:262,y:678,w:611,h:29},
{t:"up my weaknesses”  ",p:38,x:262,y:707,w:255,h:29},
{t:"“I will surround myself with people who are ",p:38,x:262,y:766,w:618,h:29},
{t:"good, really good at what I neither have the time ",p:38,x:262,y:795,w:609,h:29},
{t:"for or the ability to do myself.  ",p:38,x:262,y:824,w:376,h:29},
{t:"I will build a truly diversified team who can get ",p:38,x:262,y:883,w:611,h:29},
{t:"the job done, who can achieve the focus” ",p:38,x:262,y:912,w:505,h:29},
{t:"“When I mess up I will ‘fess up. I will forgive ",p:38,x:262,y:971,w:614,h:29},
{t:"myself and move on. I will do the same with ",p:38,x:262,y:1000,w:615,h:29},
{t:"other committed team players.  ",p:38,x:262,y:1030,w:389,h:29},
{t:"I recognize that when I trip up and fall, it’s ",p:38,x:262,y:1089,w:616,h:29},
{t:"because I am moving, and that without ",p:38,x:262,y:1118,w:628,h:29},
{t:"movement there can be no progress” ",p:38,x:262,y:1147,w:454,h:29},
{t:"“I will be myself at all times. I will not wear a ",p:38,x:262,y:1206,w:613,h:29},
{t:"mask” ",p:38,x:262,y:1235,w:84,h:29},
{t:"“I will deal with issues in a way that ",p:38,x:262,y:1294,w:628,h:29},
{t:"acknowledges how I truly feel about the ",p:38,x:262,y:1323,w:627,h:29},
{t:"situation. I will not skirt an issue in order to ",p:38,x:262,y:1353,w:614,h:29},
{t:"curry favor or look good” ",p:38,x:262,y:1382,w:309,h:29},
{t:"“I will avoid engaging in manipulative behaviors ",p:38,x:262,y:1441,w:610,h:29},
{t:"and face reality. I will demand the same of ",p:38,x:262,y:1470,w:618,h:29},
{t:"Lead People…Manage Things  ",p:39,x:187,y:66,w:380,h:40},
{t:"39 ",p:39,x:1060,y:75,w:34,h:30},
{t:"everyone else that I work with…I will set the ",p:39,x:262,y:149,w:615,h:29},
{t:"example” ",p:39,x:262,y:179,w:119,h:29},
{t:"This is a tall order for most of us. But in order for ",p:39,x:187,y:237,w:688,h:29},
{t:"people to follow you it is absolutely critical for them to ",p:39,x:187,y:267,w:683,h:29},
{t:"see you as you are, to believe in you, to trust in you. ",p:39,x:187,y:296,w:648,h:29},
{t:"The leader’s inner journey ",p:39,x:187,y:355,w:351,h:29},
{t:"Recommended Reading ",p:39,x:187,y:387,w:244,h:24},
{t:"In his best selling book Synchronicity – The Inner Path of ",p:39,x:187,y:412,w:691,h:24},
{t:"Leadership, author and leader Joseph Jaworski describes his ",p:39,x:187,y:436,w:688,h:24},
{t:"personal journey from being a highly successful, top notch ",p:39,x:187,y:461,w:691,h:24},
{t:"attorney, through a period of inner reflection, doubt and ",p:39,x:187,y:485,w:694,h:24},
{t:"confusion, to ultimately a discovery of his real self and his true ",p:39,x:187,y:510,w:684,h:24},
{t:"focus, which is creating leaders at all levels in the community, ",p:39,x:187,y:534,w:681,h:24},
{t:"something he was not trained for in his twenty years as an ",p:39,x:187,y:558,w:688,h:24},
{t:"attorney.  ",p:39,x:187,y:583,w:104,h:24},
{t:"His story is one of remarkable courage and personal change, but ",p:39,x:187,y:632,w:683,h:24},
{t:"above all it’s a story of someone in a search to discover his ",p:39,x:187,y:656,w:688,h:24},
{t:"authentic self. During his journey he encountered many facets of ",p:39,x:187,y:681,w:683,h:24},
{t:"himself that were not very attractive…he faced many monsters ",p:39,x:187,y:705,w:686,h:24},
{t:"and overcame them. He also managed somehow to attract to his ",p:39,x:187,y:730,w:684,h:24},
{t:"BIG idea some of the greatest experts on leadership, who created ",p:39,x:187,y:754,w:683,h:24},
{t:"a curriculum for The American Leadership Forum, a non-",p:39,x:187,y:779,w:675,h:24},
{t:"governmental agency he founded, with the purpose of developing ",p:39,x:187,y:803,w:683,h:24},
{t:"collaborative leadership to deal with urban and regional problems ",p:39,x:187,y:827,w:682,h:24},
{t:"in the United States. ",p:39,x:187,y:852,w:217,h:24},
{t:"The Forum has based its work on eight propositions concerning ",p:39,x:187,y:901,w:684,h:24},
{t:"leadership. The very first proposition is stated as:  ",p:39,x:187,y:925,w:517,h:24},
{t:"‘The trouble with American leaders is their lack of self-knowledge’, ",p:39,x:187,y:974,w:681,h:24},
{t:"-  which reflects Jaworski’s own journey.  ",p:39,x:187,y:1023,w:428,h:24},
{t:"How can you achieve greater self-knowledge?  ",p:39,x:187,y:1080,w:566,h:29},
{t:"One of the greatest capacities we possess as humans ",p:39,x:187,y:1139,w:686,h:29},
{t:"is our ability to deceive ourselves.  ",p:39,x:187,y:1168,w:428,h:29},
{t:"We learn this very early in life as we compete for our ",p:39,x:187,y:1227,w:686,h:29},
{t:"parents’ attention, and the attention of other adults in ",p:39,x:187,y:1256,w:684,h:29},
{t:"our lives who hold tremendous power over us.  ",p:39,x:187,y:1286,w:579,h:29},
{t:"We learn that to show signs of weakness in the ",p:39,x:187,y:1344,w:694,h:29},
{t:"presence of people with power might not be a very ",p:39,x:187,y:1374,w:689,h:29},
{t:"smart move.  ",p:39,x:187,y:1403,w:167,h:29},
{t:"Lead People…Manage Things  ",p:40,x:187,y:66,w:380,h:40},
{t:"40 ",p:40,x:1060,y:75,w:34,h:30},
{t:"We form the perception that powerful people admire ",p:40,x:187,y:149,w:688,h:29},
{t:"and support other powerful people, and therefore we ",p:40,x:187,y:179,w:687,h:29},
{t:"try to become one, or at least form an image of ",p:40,x:187,y:208,w:693,h:29},
{t:"ourselves as powerful.  ",p:40,x:187,y:237,w:287,h:29},
{t:"We do this in school, on the sports field, in extra ",p:40,x:187,y:296,w:691,h:29},
{t:"curricular activities, in our hobbies, at home and at ",p:40,x:187,y:326,w:688,h:29},
{t:"work.  ",p:40,x:187,y:355,w:84,h:29},
{t:"We tend to pay less outward attention to our ",p:40,x:187,y:414,w:699,h:29},
{t:"weaknesses and more to our strengths.  ",p:40,x:187,y:443,w:497,h:29},
{t:"But inside us is a nagging voice that, from time to ",p:40,x:187,y:502,w:689,h:29},
{t:"time, reminds us of our human weaknesses.  ",p:40,x:187,y:531,w:559,h:29},
{t:"Some people even grow up with ‘imposter’ ",p:40,x:187,y:590,w:710,h:29},
{t:"personalities…they continually try to show an image to ",p:40,x:187,y:619,w:683,h:29},
{t:"the outside world of someone who is always in control, ",p:40,x:187,y:648,w:683,h:29},
{t:"confident and powerful. On the inside however they ",p:40,x:187,y:678,w:689,h:29},
{t:"may have serious feelings of weakness and insecurity.  ",p:40,x:187,y:707,w:677,h:29},
{t:"Although there are many self-help ‘tools’ available for ",p:40,x:187,y:766,w:686,h:29},
{t:"discovering our true selves (a select list is included at ",p:40,x:187,y:795,w:685,h:29},
{t:"the end of this book), and the fact that most people ",p:40,x:187,y:824,w:687,h:29},
{t:"have been exposed to one type or another during their ",p:40,x:187,y:854,w:685,h:29},
{t:"careers (In MBTI parlance “I’m an ENFJ”), the real ",p:40,x:187,y:883,w:691,h:29},
{t:"journey towards self-discovery goes far beyond tests ",p:40,x:187,y:912,w:689,h:29},
{t:"that hope to reveal feelings and perceptions about our ",p:40,x:187,y:942,w:684,h:29},
{t:"self, or others’ perceptions of us, our personality or our ",p:40,x:187,y:971,w:683,h:29},
{t:"‘style’.  ",p:40,x:187,y:1000,w:91,h:29},
{t:"The journey is an inner one, a very personal and ",p:40,x:187,y:1059,w:692,h:29},
{t:"sometimes very lonely journey.  ",p:40,x:187,y:1089,w:393,h:29},
{t:"Help others become leaders too ",p:40,x:187,y:1147,w:419,h:29},
{t:"Recommended Reading ",p:40,x:187,y:1180,w:244,h:24},
{t:"In their book “Leading with Soul”, authors Bolman and Deal ",p:40,x:187,y:1204,w:688,h:24},
{t:"describe the journey of Steve, a beleaguered executive and his ",p:40,x:187,y:1228,w:686,h:24},
{t:"quest for passion and purpose in work and in life. Steve consults ",p:40,x:187,y:1253,w:683,h:24},
{t:"with his mentor, and through a series of meetings with her, ",p:40,x:187,y:1277,w:688,h:24},
{t:"discovers some things about himself. He struggles with the ",p:40,x:187,y:1302,w:691,h:24},
{t:"question that his people do not feel a sense of authorship for their ",p:40,x:187,y:1326,w:681,h:24},
{t:"work, even though he felt he was technically good at delegation ",p:40,x:187,y:1351,w:684,h:24},
{t:"and follow-up.  ",p:40,x:187,y:1375,w:159,h:24},
{t:"Many leaders unwittingly dis-empower people. Not ",p:40,x:187,y:1432,w:694,h:29},
{t:"knowing their authentic self, warts and all, they ",p:40,x:187,y:1462,w:695,h:29},
{t:"Lead People…Manage Things  ",p:41,x:187,y:66,w:380,h:40},
{t:"41 ",p:41,x:1060,y:75,w:34,h:30},
{t:"launch into an empowerment program, with the ",p:41,x:187,y:149,w:697,h:29},
{t:"express aim of creating ‘empowered leaders at every ",p:41,x:187,y:179,w:689,h:29},
{t:"level in our organization’.  ",p:41,x:187,y:208,w:324,h:29},
{t:"The only problem is that the newly empowered people ",p:41,x:187,y:267,w:685,h:29},
{t:"are minted in the image and likeness of their leader, ",p:41,x:187,y:296,w:687,h:29},
{t:"insecurities and all.  ",p:41,x:187,y:326,w:257,h:29},
{t:"The result is an imperfect attempt at cloning other ",p:41,x:187,y:384,w:690,h:29},
{t:"people as leaders, who end up continually looking over ",p:41,x:187,y:414,w:683,h:29},
{t:"their shoulders and wondering ‘how the boss might do ",p:41,x:187,y:443,w:683,h:29},
{t:"it’…no authorship, just failed attempts at plagiarism.  ",p:41,x:187,y:472,w:666,h:29},
{t:"If you want to get the most authentic effort from ",p:41,x:187,y:531,w:692,h:29},
{t:"people, let them truly be the authors and designers, ",p:41,x:187,y:560,w:688,h:29},
{t:"without interference from you.  ",p:41,x:187,y:590,w:387,h:29},
{t:"Allow them to be their authentic selves, not a fake you.  ",p:41,x:187,y:648,w:689,h:29},
{t:"To do this, you need to lead by example by being ",p:41,x:187,y:707,w:691,h:29},
{t:"authentic yourself. ",p:41,x:187,y:736,w:238,h:29},
{t:"Being authentic means letting go ",p:41,x:187,y:795,w:442,h:29},
{t:"One leader I worked with, when asked by a group of ",p:41,x:187,y:824,w:687,h:29},
{t:"his followers for his input on a proposed process ",p:41,x:187,y:854,w:693,h:29},
{t:"improvement replied: ‘My ideas on this are all flawed, ",p:41,x:187,y:883,w:686,h:29},
{t:"but my need for control is encouraging me to interfere ",p:41,x:187,y:912,w:684,h:29},
{t:"nonetheless. So I’ll park my ego, and zip my lip. You ",p:41,x:187,y:942,w:686,h:29},
{t:"guys have this cornered…I trust your wisdom and ",p:41,x:187,y:971,w:692,h:29},
{t:"judgment and I won’t second-guess you’.  ",p:41,x:187,y:1000,w:514,h:29},
{t:"This came from a leader who had a reputation for ",p:41,x:187,y:1059,w:690,h:29},
{t:"interfering and second-guessing.  ",p:41,x:187,y:1089,w:415,h:29},
{t:"The result was astonishing.  ",p:41,x:187,y:1147,w:353,h:29},
{t:"The team working on the process improvement ",p:41,x:187,y:1206,w:699,h:29},
{t:"stopped looking over their collective shoulders, ",p:41,x:187,y:1235,w:703,h:29},
{t:"released their creativity and produced a process ",p:41,x:187,y:1265,w:697,h:29},
{t:"improvement that was nothing short of astounding.  ",p:41,x:187,y:1294,w:646,h:29},
{t:"In truth, this leader had been going through a ",p:41,x:187,y:1353,w:696,h:29},
{t:"personal transformation for some time, and the group ",p:41,x:187,y:1382,w:685,h:29},
{t:"had recognized it.  ",p:41,x:187,y:1411,w:232,h:29},
{t:"Lead People…Manage Things  ",p:42,x:187,y:66,w:380,h:40},
{t:"42 ",p:42,x:1060,y:75,w:34,h:30},
{t:"In fact the leader would openly discuss his attempts at ",p:42,x:187,y:149,w:683,h:29},
{t:"self-discovery and authenticity during weekly ",p:42,x:187,y:179,w:713,h:29},
{t:"management meetings.  ",p:42,x:187,y:208,w:299,h:29},
{t:"The event was a watershed for the leader and the ",p:42,x:187,y:267,w:691,h:29},
{t:"group, one that they talked about for some time after. ",p:42,x:187,y:296,w:685,h:29},
{t:"The group was not about to let their newfound ",p:42,x:187,y:326,w:696,h:29},
{t:"authorship slip out of their grasp! ",p:42,x:187,y:355,w:421,h:29},
{t:"When you establish your focus, how much authorship ",p:42,x:187,y:414,w:684,h:29},
{t:"are you going to allow your team in putting the pieces ",p:42,x:187,y:443,w:684,h:29},
{t:"in place to achieve it?  ",p:42,x:187,y:472,w:280,h:29},
{t:"When we truly author something we take ownership. ",p:42,x:187,y:531,w:687,h:29},
{t:"We feel responsible. We feel proud of our effort and ",p:42,x:187,y:560,w:689,h:29},
{t:"accomplishment. Our minds are engaged, our hands ",p:42,x:187,y:590,w:688,h:29},
{t:"are kept busy, our hearts are aroused and our spirit is ",p:42,x:187,y:619,w:683,h:29},
{t:"revived.  ",p:42,x:187,y:648,w:110,h:29},
{t:"When this happens there is less need for such things ",p:42,x:187,y:707,w:685,h:29},
{t:"as ‘accountability contracts’, ‘360 feedback’ or other ",p:42,x:187,y:736,w:689,h:29},
{t:"instruments of control that masquerade as exercises in ",p:42,x:187,y:766,w:683,h:29},
{t:"human resource development.  Development simply ",p:42,x:187,y:795,w:691,h:29},
{t:"happens naturally when you let go. ",p:42,x:187,y:824,w:439,h:29},
{t:"Being authentic has a synergistic effect ",p:42,x:187,y:883,w:526,h:29},
{t:"The renowned quality guru Joseph M. Juran defined ",p:42,x:187,y:912,w:687,h:29},
{t:"management as the practice of controlling and ",p:42,x:187,y:942,w:700,h:29},
{t:"improving things.  ",p:42,x:187,y:971,w:230,h:29},
{t:"The sad fact of the matter is that many leaders have ",p:42,x:187,y:1030,w:686,h:29},
{t:"made the mistake of trying to apply that to people.  ",p:42,x:187,y:1059,w:633,h:29},
{t:"If you want to manage a person, try ‘managing’ ",p:42,x:187,y:1118,w:695,h:29},
{t:"yourself. When you see how difficult that is, imagine ",p:42,x:187,y:1147,w:687,h:29},
{t:"the outcome when you try to control and improve ",p:42,x:187,y:1177,w:691,h:29},
{t:"someone else.  ",p:42,x:187,y:1206,w:185,h:29},
{t:"Lead people…manage things.  ",p:42,x:187,y:1265,w:373,h:29},
{t:"Where people are concerned, if there is anything to ",p:42,x:187,y:1323,w:689,h:29},
{t:"manage, it is the relationship between you and them.  ",p:42,x:187,y:1353,w:663,h:29},
{t:"Focus on that.  ",p:42,x:187,y:1411,w:193,h:29},
{t:"Set goals for that.  ",p:42,x:187,y:1470,w:232,h:29},
{t:"Lead People…Manage Things  ",p:43,x:187,y:66,w:380,h:40},
{t:"43 ",p:43,x:1060,y:75,w:34,h:30},
{t:"Control what YOU do in the relationship. Improve the ",p:43,x:187,y:179,w:685,h:29},
{t:"relationship.  ",p:43,x:187,y:208,w:170,h:29},
{t:"Nothing else will work.  ",p:43,x:187,y:267,w:292,h:29},
{t:"Try to ‘manage’ a person and you will achieve one of ",p:43,x:187,y:326,w:687,h:29},
{t:"three outcomes…  ",p:43,x:187,y:355,w:229,h:29},
{t:"They will revolt, comply or just plain ignore you.  ",p:43,x:187,y:414,w:604,h:29},
{t:"Mediocre performance will be the result, and you will ",p:43,x:187,y:472,w:686,h:29},
{t:"be left wondering why people ‘resist change’, when the ",p:43,x:187,y:502,w:684,h:29},
{t:"truth of the matter is that people don’t resist change ",p:43,x:187,y:531,w:686,h:29},
{t:"so much as they resist being changed.  ",p:43,x:187,y:560,w:482,h:29},
{t:"So if switching the emphasis from managing people to ",p:43,x:187,y:619,w:685,h:29},
{t:"managing relationships is key, what has authenticity ",p:43,x:187,y:648,w:687,h:29},
{t:"got to do with it?  ",p:43,x:187,y:678,w:221,h:29},
{t:"The bottom line on this is that people generally seek to ",p:43,x:187,y:736,w:682,h:29},
{t:"develop relationships with other people whom they feel ",p:43,x:187,y:766,w:683,h:29},
{t:"they can trust, and the whole basis for trust is ",p:43,x:187,y:795,w:694,h:29},
{t:"authenticity. You wouldn’t want to develop a ",p:43,x:187,y:824,w:704,h:29},
{t:"relationship with someone you thought of as being a ",p:43,x:187,y:854,w:687,h:29},
{t:"fake, would you? ",p:43,x:187,y:883,w:214,h:29},
{t:"Think of this as a reinforcing loop (see below)…  ",p:43,x:187,y:942,w:593,h:29},
{t:"More authenticity leads to a higher degree of mutual ",p:43,x:187,y:1001,w:682,h:29},
{t:"trust… ",p:43,x:187,y:1030,w:88,h:29},
{t:"…which empowers relationships… ",p:43,x:187,y:1089,w:423,h:29},
{t:"…and fuels the desire to take risks  ",p:43,x:187,y:1147,w:440,h:29},
{t:"…and empowers people to be the author of something ",p:43,x:187,y:1206,w:685,h:29},
{t:"BIG, (“I might fail, but that’s okay because there’s a lot ",p:43,x:187,y:1235,w:685,h:29},
{t:"of forgiveness in this relationship”).  ",p:43,x:187,y:1265,w:437,h:29},
{t:"This produces more personal and organizational ",p:43,x:187,y:1323,w:699,h:29},
{t:"successes, which in turn reinforces authenticity.  ",p:43,x:187,y:1353,w:604,h:29},
{t:"Lead People…Manage Things  ",p:44,x:187,y:66,w:380,h:40},
{t:"44 ",p:44,x:1060,y:75,w:34,h:30},
{t:"Mutual Trust at Nissan ",p:44,x:187,y:650,w:306,h:29},
{t:"Carlos Ghosn (rhymes with phone) is a comic book ",p:44,x:187,y:679,w:689,h:29},
{t:"hero in Japan. He is the star of “Big Comic Superior”, ",p:44,x:187,y:708,w:685,h:29},
{t:"a serious biweekly Japanese comic book that began ",p:44,x:187,y:738,w:689,h:29},
{t:"telling his life story in the latter half of 2001.  ",p:44,x:187,y:767,w:563,h:29},
{t:"Ghosn, born in Brazil, raised in Lebanon and a French ",p:44,x:187,y:826,w:683,h:29},
{t:"citizen, came to Nissan in 1999 to head up a ",p:44,x:187,y:855,w:697,h:29},
{t:"turnaround.  ",p:44,x:187,y:885,w:166,h:29},
{t:"At that time Nissan was deep in debt, and many ",p:44,x:187,y:943,w:692,h:29},
{t:"observers doubted if an outsider could do much to ",p:44,x:187,y:973,w:690,h:29},
{t:"rescue the troubled automaker.  ",p:44,x:187,y:1002,w:402,h:29},
{t:"But Ghosn had different plans, specifically a three-",p:44,x:187,y:1061,w:675,h:29},
{t:"year plan announced in October 1999, aimed at a ",p:44,x:187,y:1090,w:691,h:29},
{t:"revival of the Japanese firm.  ",p:44,x:187,y:1119,w:361,h:29},
{t:"By January 2002, he already exceeded the three-year ",p:44,x:187,y:1178,w:686,h:29},
{t:"goals outlined in the plan. Which was good news for ",p:44,x:187,y:1207,w:687,h:29},
{t:"him, because he promised to resign if the goals were ",p:44,x:187,y:1237,w:687,h:29},
{t:"not achieved.  ",p:44,x:187,y:1266,w:178,h:29},
{t:"His focus is clear, as he tells it in his own words:  ",p:44,x:187,y:1325,w:613,h:29},
{t:"“Our industry, and this is very important, is about ",p:44,x:187,y:1383,w:692,h:29},
{t:"products. This is extremely important. Anytime any car ",p:44,x:187,y:1413,w:685,h:29},
{t:"Lead People…Manage Things  ",p:45,x:187,y:66,w:380,h:40},
{t:"45 ",p:45,x:1060,y:75,w:34,h:30},
{t:"manufacturer has deviated from this, at the beginning ",p:45,x:187,y:149,w:686,h:29},
{t:"there was some hype, but at the end a lot of sorrow” ",p:45,x:187,y:179,w:636,h:29},
{t:"Despite having to achieve a turnaround, he never lost ",p:45,x:187,y:237,w:685,h:29},
{t:"sight of the need to involve people. He knew enough ",p:45,x:187,y:267,w:687,h:29},
{t:"about his own limitations to know that the turnaround ",p:45,x:187,y:296,w:683,h:29},
{t:"needed a solid team effort, and to achieve that goal ",p:45,x:187,y:326,w:689,h:29},
{t:"required a very high degree of mutual trust.  ",p:45,x:187,y:355,w:551,h:29},
{t:"He credits the success of the Nissan Revival Plan to ",p:45,x:187,y:414,w:687,h:29},
{t:"one reason:  ",p:45,x:187,y:443,w:157,h:29},
{t:"“From the beginning, I was convinced that the main key ",p:45,x:187,y:502,w:683,h:29},
{t:"to success is you establish trust with your employees ",p:45,x:187,y:531,w:687,h:29},
{t:"and try to make sure they are motivated for what they ",p:45,x:187,y:560,w:685,h:29},
{t:"are doing. This is the most important element. If you ",p:45,x:187,y:590,w:688,h:29},
{t:"have this, if your people are fired up about the plan, ",p:45,x:187,y:619,w:687,h:29},
{t:"even if it is difficult, if they believe it is going to be ",p:45,x:187,y:648,w:689,h:29},
{t:"successful, if they trust you, you can do anything. ",p:45,x:187,y:678,w:692,h:29},
{t:"You’re going to be successful, no doubt about it.” ",p:45,x:187,y:707,w:589,h:29},
{t:"And his plan was not without pain. He had to cut more ",p:45,x:187,y:766,w:683,h:29},
{t:"than 21,000 jobs to stay afloat, including the closure ",p:45,x:187,y:795,w:685,h:29},
{t:"of five plants.  ",p:45,x:187,y:824,w:180,h:29},
{t:"But he didn’t just deal with the crisis…the other part ",p:45,x:187,y:883,w:686,h:29},
{t:"of his plan was to reinvigorate Nissan’s product lineup, ",p:45,x:187,y:912,w:683,h:29},
{t:"including spending on new product development ",p:45,x:187,y:942,w:699,h:29},
{t:"representing five percent of sales, up from 3.5 percent.  ",p:45,x:187,y:971,w:684,h:29},
{t:"A big crisis followed by a big idea. Not bad for a comic ",p:45,x:187,y:1030,w:684,h:29},
{t:"book hero. ",p:45,x:187,y:1059,w:137,h:29},
{t:"Tips for discovering your true self ",p:45,x:187,y:1118,w:451,h:29},
{t:"In discovering your true self, consider the following ",p:45,x:187,y:1147,w:690,h:29},
{t:"tips as you embark on your journey: ",p:45,x:187,y:1177,w:453,h:29},
{t:"Spend more time with yourself.  ",p:45,x:187,y:1235,w:430,h:29},
{t:"Remember the last time when you wanted to get to ",p:45,x:187,y:1265,w:689,h:29},
{t:"know someone better? Maybe it was your spouse, ",p:45,x:187,y:1294,w:693,h:29},
{t:"sweetheart, child or parent.  ",p:45,x:187,y:1323,w:353,h:29},
{t:"The only way that you could get to know them better ",p:45,x:187,y:1382,w:685,h:29},
{t:"was to spend more time with them. Do this for yourself ",p:45,x:187,y:1411,w:684,h:29},
{t:"as well. ",p:45,x:187,y:1441,w:99,h:29},
{t:"Lead People…Manage Things  ",p:46,x:187,y:66,w:380,h:40},
{t:"46 ",p:46,x:1060,y:75,w:34,h:30},
{t:"Find solitude, escape to a place where you can be ",p:46,x:187,y:149,w:688,h:29},
{t:"alone, without interruptions. ",p:46,x:187,y:179,w:360,h:29},
{t:"Ask yourself searching questions, but be kind and ",p:46,x:187,y:237,w:686,h:29},
{t:"considerate to yourself in the process. Show yourself ",p:46,x:187,y:267,w:687,h:29},
{t:"the same kindness and consideration you would show ",p:46,x:187,y:296,w:684,h:29},
{t:"to others in getting to know them. Be your own best ",p:46,x:187,y:326,w:687,h:29},
{t:"friend. ",p:46,x:187,y:355,w:87,h:29},
{t:"Explore all aspects of yourself, especially things ",p:46,x:187,y:414,w:691,h:29},
{t:"about yourself that you may have put on the back ",p:46,x:187,y:443,w:690,h:29},
{t:"burner or have given the least amount of attention to ",p:46,x:187,y:472,w:685,h:29},
{t:"in the past. ",p:46,x:187,y:502,w:147,h:29},
{t:"Face the future…let go of the past.  ",p:46,x:187,y:560,w:477,h:29},
{t:"Avoid glib questions such as “If I had only six months ",p:46,x:187,y:590,w:685,h:29},
{t:"to live…” when in reality this is not the case. If you ",p:46,x:187,y:619,w:688,h:29},
{t:"expect to live for another ten, twenty, thirty, forty ",p:46,x:187,y:648,w:692,h:29},
{t:"years, think what you could achieve in that timeframe!  ",p:46,x:187,y:678,w:685,h:29},
{t:"Time is a resource…use your time spent alone to plan ",p:46,x:187,y:736,w:684,h:29},
{t:"what you will do with the rest of your time! You can’t ",p:46,x:187,y:766,w:685,h:29},
{t:"change the past, and the best way of letting go of the ",p:46,x:187,y:795,w:685,h:29},
{t:"past is to grab hold of the future and start living it ",p:46,x:187,y:824,w:688,h:29},
{t:"now! ",p:46,x:187,y:854,w:65,h:29},
{t:"Learn how to trust yourself.  ",p:46,x:187,y:912,w:388,h:29},
{t:"In your discussions with yourself, ",p:46,x:187,y:942,w:483,h:29},
{t:"stop berating ",p:46,x:686,y:942,w:199,h:29},
{t:"yourself for past wrongs, imperfections and for being ",p:46,x:187,y:971,w:687,h:29},
{t:"human. When you beat up on yourself, you erode the ",p:46,x:187,y:1000,w:685,h:29},
{t:"trust that needs to exist with your inner self.  ",p:46,x:187,y:1030,w:564,h:29},
{t:"Would you trust someone who keeps beating you up ",p:46,x:187,y:1089,w:686,h:29},
{t:"emotionally every time you have a conversation? No, of ",p:46,x:187,y:1118,w:683,h:29},
{t:"course not! So don’t do it to yourself. If you can’t trust ",p:46,x:187,y:1147,w:684,h:29},
{t:"yourself, how can you expect others to trust you?  ",p:46,x:187,y:1177,w:620,h:29},
{t:"When you do trust yourself, your conversations will ",p:46,x:187,y:1235,w:689,h:29},
{t:"become much more candid, honest, considerate and ",p:46,x:187,y:1265,w:688,h:29},
{t:"kind…just as they would be with your best and most ",p:46,x:187,y:1294,w:686,h:29},
{t:"trusted friend. ",p:46,x:187,y:1323,w:184,h:29},
{t:"Seek feedback from those who know you.  ",p:46,x:187,y:1382,w:563,h:29},
{t:"Ask for candid feedback, but do not let it define you. ",p:46,x:187,y:1411,w:686,h:29},
{t:"Each person who gives you feedback has a unique ",p:46,x:187,y:1441,w:690,h:29},
{t:"perspective about you…but it is just that…unique.  ",p:46,x:187,y:1470,w:636,h:29},
{t:"Lead People…Manage Things  ",p:47,x:187,y:66,w:380,h:40},
{t:"47 ",p:47,x:1060,y:75,w:34,h:30},
{t:"You are a complex human being, which no other ",p:47,x:187,y:179,w:693,h:29},
{t:"human being, apart from yourself, will ever fully know.   ",p:47,x:187,y:208,w:695,h:29},
{t:"Add the feedback to the information about yourself ",p:47,x:187,y:267,w:690,h:29},
{t:"that you gather from other sources, and understand ",p:47,x:187,y:296,w:688,h:29},
{t:"how the world sees you. ",p:47,x:187,y:326,w:301,h:29},
{t:"Find a coach or mentor, someone who is not heavily ",p:47,x:187,y:384,w:684,h:29},
{t:"involved in your life and who is not related to you. A ",p:47,x:187,y:414,w:685,h:29},
{t:"coach or mentor can help you develop and answer the ",p:47,x:187,y:443,w:684,h:29},
{t:"important questions that matter only to you.  ",p:47,x:187,y:472,w:562,h:29},
{t:"Professional coaches have a Human Resources and/or ",p:47,x:187,y:531,w:684,h:29},
{t:"professional coaching accreditation, coupled with ",p:47,x:187,y:560,w:700,h:29},
{t:"experience to make a difference. Find one you feel you ",p:47,x:187,y:590,w:684,h:29},
{t:"can trust, not necessarily one you are ‘cosy’ with. ",p:47,x:187,y:619,w:611,h:29},
{t:"Avoid too much reliance on standardized tests ",p:47,x:187,y:678,w:693,h:29},
{t:"and assessments (e.g. MBTI, True Colors, ",p:47,x:187,y:707,w:713,h:29},
{t:"Enneagram, and other personality type assessments).  ",p:47,x:187,y:736,w:673,h:29},
{t:"While these are definitely helpful, they have been ",p:47,x:187,y:795,w:693,h:29},
{t:"developed with broad application in mind. Keep in ",p:47,x:187,y:824,w:691,h:29},
{t:"mind that you are unique, and try not to ‘label’ ",p:47,x:187,y:854,w:694,h:29},
{t:"yourself or your personality. ",p:47,x:187,y:883,w:353,h:29},
{t:"Treat self-discovery as a lifelong journey  ",p:47,x:187,y:942,w:556,h:29},
{t:"We are constantly changing, and need to continuously ",p:47,x:187,y:971,w:684,h:29},
{t:"update our ‘body of knowledge’ about ourselves.  ",p:47,x:187,y:1000,w:603,h:29},
{t:"Plan to have at least a once a year getaway where you ",p:47,x:187,y:1059,w:684,h:29},
{t:"can be by yourself for considerable periods of time to ",p:47,x:187,y:1089,w:686,h:29},
{t:"reflect on who you are, what you have, what you’ve ",p:47,x:187,y:1118,w:688,h:29},
{t:"achieved and where you’re headed. ",p:47,x:187,y:1147,w:435,h:29},
{t:"Don’t limit yourself to these tips…neither are they ",p:47,x:187,y:1206,w:692,h:29},
{t:"‘steps’ to be worked on in sequence. Adapt them to ",p:47,x:187,y:1235,w:689,h:29},
{t:"your purpose, add what you feel will work for you, ",p:47,x:187,y:1265,w:690,h:29},
{t:"seek out other resources, but don’t delay.  ",p:47,x:187,y:1294,w:525,h:29},
{t:"Let go ",p:47,x:187,y:1353,w:87,h:29},
{t:"It’s easier than you think. Let go of the disabling belief ",p:47,x:187,y:1382,w:684,h:29},
{t:"that you need to control people and what they do.  ",p:47,x:187,y:1411,w:624,h:29},
{t:"Lead People…Manage Things  ",p:48,x:187,y:66,w:380,h:40},
{t:"48 ",p:48,x:1060,y:75,w:34,h:30},
{t:"Control is an illusion. People will always find ways to ",p:48,x:187,y:149,w:685,h:29},
{t:"circumvent or overcome the artificial controls we put ",p:48,x:187,y:179,w:687,h:29},
{t:"in place that box them in and suffocate their spirit. ",p:48,x:187,y:208,w:633,h:29},
{t:"By letting go of the need to control and manipulate, ",p:48,x:187,y:267,w:688,h:29},
{t:"you release a great energy. This energy will attract to ",p:48,x:187,y:296,w:686,h:29},
{t:"you those people who share in your focus, your vision, ",p:48,x:187,y:326,w:684,h:29},
{t:"your purpose.   ",p:48,x:187,y:355,w:194,h:29},
{t:"It has been said that the role of a leader is to find out ",p:48,x:187,y:414,w:684,h:29},
{t:"what people really want, to gracefully articulate it, and ",p:48,x:187,y:443,w:683,h:29},
{t:"then to help them obtain it. If your focus is truly ",p:48,x:187,y:472,w:691,h:29},
{t:"inspiring and leads people to a higher purpose in life, ",p:48,x:187,y:502,w:685,h:29},
{t:"then you cannot help but succeed. This requires great ",p:48,x:187,y:531,w:684,h:29},
{t:"honesty and transparency from you...and it begins ",p:48,x:187,y:560,w:692,h:29},
{t:"with being honest with yourself. ",p:48,x:187,y:590,w:399,h:29},
{t:"Summary of Key Questions ",p:48,x:187,y:648,w:363,h:29},
{t:"Now take another look at your FOCUS that you ",p:48,x:187,y:678,w:695,h:29},
{t:"worked on in the first chapter.  ",p:48,x:187,y:707,w:388,h:29},
{t:"Is this really you?  ",p:48,x:187,y:766,w:233,h:29},
{t:"Does it articulate what you believe people want, that ",p:48,x:187,y:824,w:687,h:29},
{t:"serves a higher purpose? Does it serve your higher ",p:48,x:187,y:854,w:690,h:29},
{t:"purpose in life? ",p:48,x:187,y:883,w:196,h:29},
{t:"When I coach managers, I ask them to articulate their ",p:48,x:187,y:942,w:683,h:29},
{t:"vision or purpose. When they do, I ask “What will ",p:48,x:187,y:971,w:691,h:29},
{t:"having that do for you?” When they give me an answer, ",p:48,x:187,y:1000,w:682,h:29},
{t:"I ask the same question again “…and what will having ",p:48,x:187,y:1030,w:684,h:29},
{t:"THAT do for you?”  ",p:48,x:187,y:1059,w:238,h:29},
{t:"I keep asking it until I hit a nerve. Here’s an example… ",p:48,x:187,y:1118,w:680,h:29},
{t:"BW: What is your vision for (organization) ",p:48,x:187,y:1177,w:517,h:29},
{t:"Manager: To be the best quality, lowest cost producer ",p:48,x:187,y:1206,w:684,h:29},
{t:"in our industry ",p:48,x:187,y:1235,w:193,h:29},
{t:"BW: What will having that do for you? ",p:48,x:187,y:1294,w:472,h:29},
{t:"Manager: Maximise market share and profitability ",p:48,x:187,y:1323,w:620,h:29},
{t:"BW: …and what will having THAT do for you? ",p:48,x:187,y:1382,w:565,h:29},
{t:"Manager: Provide security for our employees and an ",p:48,x:187,y:1411,w:688,h:29},
{t:"above average return for our investors ",p:48,x:187,y:1441,w:474,h:29},
{t:"Lead People…Manage Things  ",p:49,x:187,y:66,w:380,h:40},
{t:"49 ",p:49,x:1060,y:75,w:34,h:30},
{t:"BW: …and what will having THAT do for you? ",p:49,x:187,y:149,w:565,h:29},
{t:"Manager: (getting a little bit peeved): I guess that’s it ",p:49,x:187,y:179,w:652,h:29},
{t:"BW: Is that all? ",p:49,x:187,y:267,w:196,h:29},
{t:"Manager: (smiling) They’re not bad outcomes! ",p:49,x:187,y:296,w:568,h:29},
{t:"BW: Is that how you want to be remembered when ",p:49,x:187,y:355,w:689,h:29},
{t:"you’ve passed out of this life? ",p:49,x:187,y:384,w:367,h:29},
{t:"Manager: (looking puzzled) I thought that your ",p:49,x:187,y:414,w:700,h:29},
{t:"questions were focused on the business outcomes? ",p:49,x:187,y:443,w:632,h:29},
{t:"BW: Maybe we need to change the FOCUS? ",p:49,x:187,y:502,w:537,h:29},
{t:"Manager: (still looking puzzled) What do you mean? ",p:49,x:187,y:531,w:643,h:29},
{t:"BW: What is YOUR vision or purpose? What you told ",p:49,x:187,y:590,w:686,h:29},
{t:"me is almost a boilerplate reply that 95% of managers ",p:49,x:187,y:619,w:685,h:29},
{t:"give me. Hardly unique…hardly compelling. If I were ",p:49,x:187,y:648,w:688,h:29},
{t:"one of your employees or customers, I wouldn’t be at ",p:49,x:187,y:678,w:686,h:29},
{t:"all impressed. I could go to work for one of your ",p:49,x:187,y:707,w:692,h:29},
{t:"competitors, or as a customer buy from them, and ",p:49,x:187,y:736,w:690,h:29},
{t:"follow the same vision. If you attract people to a ",p:49,x:187,y:766,w:693,h:29},
{t:"boilerplate vision, they will be boilerplate followers.  ",p:49,x:187,y:795,w:639,h:29},
{t:"Manager: I think I’m beginning to get your drift… ",p:49,x:187,y:824,w:613,h:29},
{t:"Then follows a longer discussion on the meaning of ",p:49,x:187,y:883,w:689,h:29},
{t:"personal vision or purpose. At a certain point, the ",p:49,x:187,y:912,w:691,h:29},
{t:"manager will come to the conclusion that vision or ",p:49,x:187,y:942,w:690,h:29},
{t:"purpose is highly individualized, highly personal.  ",p:49,x:187,y:971,w:616,h:29},
{t:"Forget what you learned about business being ",p:49,x:187,y:1030,w:701,h:29},
{t:"‘objective’, ‘fact based’ and ‘impersonal’.  ",p:49,x:187,y:1059,w:502,h:29},
{t:"The truth is that we spend half (or more) of our waking ",p:49,x:187,y:1118,w:682,h:29},
{t:"hours in business situations, and we had therefore ",p:49,x:187,y:1147,w:690,h:29},
{t:"better make it personal, otherwise we risk being ",p:49,x:187,y:1177,w:695,h:29},
{t:"inauthentic…having our real selves and our business ",p:49,x:187,y:1206,w:686,h:29},
{t:"selves as two separate entities.  ",p:49,x:187,y:1235,w:392,h:29},
{t:"Recommended Reading ",p:49,x:187,y:1326,w:244,h:24},
{t:"In their best selling book, Built to Last, authors James Collins and ",p:49,x:187,y:1351,w:681,h:24},
{t:"Jerry Porras make a real distinction between the two types of ",p:49,x:187,y:1375,w:686,h:24},
{t:"organizations that were the subject of their extensive ",p:49,x:187,y:1400,w:701,h:24},
{t:"investigations into what makes companies last. They describe one ",p:49,x:187,y:1424,w:682,h:24},
{t:"set as ‘clock builders’ and the other as ‘time tellers’. In other ",p:49,x:187,y:1449,w:687,h:24},
{t:"Lead People…Manage Things  ",p:50,x:187,y:66,w:380,h:40},
{t:"50 ",p:50,x:1060,y:75,w:34,h:30},
{t:"words, the ‘clock builders’ personal visions were to build great ",p:50,x:187,y:149,w:686,h:24},
{t:"companies that would survive and thrive, have a positive impact ",p:50,x:187,y:174,w:683,h:24},
{t:"on the world, and outlive their founders (that was their BIG idea), ",p:50,x:187,y:198,w:682,h:24},
{t:"whereas the ‘time tellers’ were mostly interested in what they ",p:50,x:187,y:223,w:687,h:24},
{t:"could extract from their companies in terms of profits, ROI, etc.  ",p:50,x:187,y:247,w:660,h:24},
{t:"So if your BIG idea does not contribute to building a ",p:50,x:187,y:304,w:686,h:29},
{t:"‘better clock’, i.e. a company built on lasting values, ",p:50,x:187,y:334,w:688,h:29},
{t:"that serves a higher purpose, how long will it last after ",p:50,x:187,y:363,w:684,h:29},
{t:"you are gone?  ",p:50,x:187,y:392,w:185,h:29},
{t:"Does your BIG idea have your hallmark stamped on it, ",p:50,x:187,y:451,w:683,h:29},
{t:"does it express the unique and authentic you?  ",p:50,x:187,y:480,w:583,h:29},
{t:"Will it outlive you? Only you can judge this. ",p:50,x:187,y:539,w:542,h:29},
{t:"Being authentic does not mean being perfect, being ",p:50,x:187,y:598,w:689,h:29},
{t:"whiter than the driven snow. In fact, as you exhibit ",p:50,x:187,y:627,w:688,h:29},
{t:"more and more of your true self, followers may at first ",p:50,x:187,y:656,w:684,h:29},
{t:"think that you have gone too far, that you have ",p:50,x:187,y:686,w:694,h:29},
{t:"exposed too many vulnerabilities.  ",p:50,x:187,y:715,w:425,h:29},
{t:"Will some people take advantage of that? Probably. But ",p:50,x:187,y:774,w:683,h:29},
{t:"the alternative, being secretive and manipulative, is far ",p:50,x:187,y:803,w:683,h:29},
{t:"too big a price to pay in order to avoid the hurt of ",p:50,x:187,y:832,w:689,h:29},
{t:"being betrayed by some. ",p:50,x:187,y:862,w:304,h:29},
{t:"Being authentic, as discussed earlier, unlocks energies ",p:50,x:187,y:920,w:683,h:29},
{t:"and creates synergies that would otherwise have been ",p:50,x:187,y:950,w:685,h:29},
{t:"wasted on other pursuits.  ",p:50,x:187,y:979,w:331,h:29},
{t:"Make use of this energy.  ",p:50,x:187,y:1038,w:314,h:29},
{t:"Use it to create an ever-widening groundswell of ",p:50,x:187,y:1097,w:695,h:29},
{t:"support for your focus. This groundswell will ",p:50,x:187,y:1126,w:704,h:29},
{t:"eventually overwhelm any attempts to exploit your very ",p:50,x:187,y:1155,w:683,h:29},
{t:"human vulnerabilities, or the vulnerabilities of those ",p:50,x:187,y:1185,w:688,h:29},
{t:"around you.  ",p:50,x:187,y:1214,w:165,h:29},
{t:"Authenticity reveals itself in a renewed commitment to ",p:50,x:187,y:1273,w:684,h:29},
{t:"the achievement of something worthwhile. People ",p:50,x:187,y:1302,w:697,h:29},
{t:"around you will see it, feel it and hear it…and so your ",p:50,x:187,y:1331,w:684,h:29},
{t:"own commitment will be reinforced and gain strength.  ",p:50,x:187,y:1361,w:677,h:29},
{t:"You will literally gain strength from those around you, ",p:50,x:187,y:1419,w:684,h:29},
{t:"and they from you. ",p:50,x:187,y:1449,w:240,h:29},
{t:"Lead People…Manage Things  ",p:51,x:187,y:66,w:380,h:40},
{t:"51 ",p:51,x:1060,y:75,w:34,h:30},
{t:"The questions that you need to ask yourself ",p:51,x:187,y:179,w:702,h:29},
{t:"concerning your authenticity are personal and unique ",p:51,x:187,y:208,w:685,h:29},
{t:"to you. Unlike the questions that we asked at the end ",p:51,x:187,y:237,w:684,h:29},
{t:"of the previous chapter on focus, there are no ",p:51,x:187,y:267,w:697,h:29},
{t:"‘standard’ questions to offer you here.  ",p:51,x:187,y:296,w:478,h:29},
{t:"What I can offer is a guide to finding the questions that ",p:51,x:187,y:355,w:683,h:29},
{t:"you need to explore yourself, that matter most to you: ",p:51,x:187,y:384,w:666,h:29},
{t:"As you examine your focus, think about its higher ",p:51,x:187,y:443,w:686,h:29},
{t:"purpose (what will achieving your focus do for you, ",p:51,x:187,y:472,w:689,h:29},
{t:"your followers, the communities you serve, the ",p:51,x:187,y:502,w:700,h:29},
{t:"industries you work in, the world at large?) ",p:51,x:187,y:531,w:535,h:29},
{t:"Don’t be afraid to explore. When the ancient ",p:51,x:187,y:590,w:699,h:29},
{t:"mariners took off on their voyages, their maps showed ",p:51,x:187,y:619,w:684,h:29},
{t:"areas which read ‘There be dragons”, but it still didn’t ",p:51,x:187,y:648,w:684,h:29},
{t:"stop them. Don’t let your personal dragons stop you. ",p:51,x:187,y:678,w:653,h:29},
{t:"Consider discovery of your weaknesses as an ",p:51,x:187,y:736,w:698,h:29},
{t:"opportunity to strengthen your team…find people to ",p:51,x:187,y:766,w:687,h:29},
{t:"join your team who have these as strengths. ",p:51,x:187,y:795,w:548,h:29},
{t:"As you reveal your strengths and weaknesses to ",p:51,x:187,y:854,w:690,h:29},
{t:"your followers, ask them to follow you on your journey ",p:51,x:187,y:883,w:683,h:29},
{t:"towards self-discovery.  ",p:51,x:187,y:912,w:294,h:29},
{t:"Expect some initial resistance, and then as people get ",p:51,x:187,y:971,w:685,h:29},
{t:"on board, expect some profound discoveries and ",p:51,x:187,y:1000,w:696,h:29},
{t:"changes on their part. ",p:51,x:187,y:1030,w:278,h:29},
{t:"Understand that people will initially expect more of ",p:51,x:187,y:1089,w:683,h:29},
{t:"you in terms of personal change than they will of ",p:51,x:187,y:1118,w:691,h:29},
{t:"themselves. This is natural as there will be a time lag ",p:51,x:187,y:1147,w:685,h:29},
{t:"between your self-discovery and that of many others.  ",p:51,x:187,y:1177,w:664,h:29},
{t:"Learn to talk sincerely about your feelings in given ",p:51,x:187,y:1235,w:684,h:29},
{t:"situations. This tells people more about the authentic ",p:51,x:187,y:1265,w:685,h:29},
{t:"you than any amount of advocating or proselytizing ",p:51,x:187,y:1294,w:689,h:29},
{t:"could ever do.  ",p:51,x:187,y:1323,w:186,h:29},
{t:"Keep your word. Be careful therefore about what you ",p:51,x:187,y:1382,w:684,h:29},
{t:"commit to and be specific about it. ",p:51,x:187,y:1411,w:431,h:29},
{t:"Lead People…Manage Things  ",p:52,x:187,y:66,w:380,h:40},
{t:"52 ",p:52,x:1060,y:75,w:34,h:30},
{t:"Admit when you are wrong, correct it and move on. ",p:52,x:187,y:149,w:686,h:29},
{t:"More harm is done to leaders’ reputations when they ",p:52,x:187,y:179,w:686,h:29},
{t:"hide a wrong than there is when they admit to it. ",p:52,x:187,y:208,w:691,h:29},
{t:"When you do admit a wrong, don’t dwell on it. ",p:52,x:187,y:237,w:571,h:29},
{t:"A final note on AUTHENTICITY ",p:52,x:187,y:296,w:412,h:29},
{t:"Being authentic requires that we drop all masks and ",p:52,x:187,y:326,w:686,h:29},
{t:"reveal our true selves. So if all you have to lose is a ",p:52,x:187,y:355,w:687,h:29},
{t:"mask, why not do it? ",p:52,x:187,y:384,w:264,h:29},
{t:"We become truly authentic when we develop a deep ",p:52,x:187,y:443,w:688,h:29},
{t:"understanding of who we are as unique human beings, ",p:52,x:187,y:472,w:682,h:29},
{t:"and what worthwhile purpose we’re pursuing.  ",p:52,x:187,y:502,w:577,h:29},
{t:"This understanding brings joy into our lives and into ",p:52,x:187,y:560,w:686,h:29},
{t:"the lives of others. Writer and playwright George ",p:52,x:187,y:590,w:694,h:29},
{t:"Bernard Shaw put it rather bluntly when he said: ",p:52,x:187,y:619,w:614,h:29},
{t:"\"This is the true joy in life -- being used for a purpose ",p:52,x:187,y:676,w:611,h:29},
{t:"recognized by yourself as a mighty one; the being ",p:52,x:187,y:706,w:576,h:29},
{t:"thoroughly worn out before you are thrown on the scrap ",p:52,x:187,y:735,w:647,h:29},
{t:"heap; the being a force of nature instead of a feverish, ",p:52,x:187,y:764,w:629,h:29},
{t:"selfish little clod of ailments and grievances complaining ",p:52,x:187,y:794,w:652,h:29},
{t:"that the world will not devote itself to making you happy\" ",p:52,x:187,y:823,w:665,h:29},
{t:"Nothing but the real you deserves success.  ",p:52,x:187,y:933,w:538,h:29},
{t:"Showing the real you requires, you guessed it, a ton of ",p:52,x:187,y:992,w:776,h:29},
{t:"courage, which is the subject of our next chapter… ",p:52,x:187,y:1021,w:632,h:29},
{t:"See the bibliography section for more references on ",p:52,x:187,y:1113,w:786,h:29},
{t:"Authenticity ",p:52,x:187,y:1142,w:158,h:29},
{t:"Lead People…Manage Things  ",p:53,x:187,y:66,w:380,h:40},
{t:"53 ",p:53,x:1060,y:75,w:34,h:30},
{t:"The Power to Lead… ",p:53,x:187,y:386,w:593,h:63},
{t:"The Courage to Win ",p:53,x:187,y:449,w:573,h:63},
{t:"“Have no fear of change as such, and on the other hand, ",p:53,x:187,y:576,w:657,h:29},
{t:"no liking for it merely for it’s own sake”  ",p:53,x:187,y:606,w:463,h:29},
{t:"– Robert Moses ",p:53,x:187,y:660,w:182,h:29},
{t:"Focus of this chapter: The courage to persistently challenge the ",p:53,x:187,y:773,w:684,h:24},
{t:"status quo, to take calculated risks and to strive for ",p:53,x:187,y:798,w:698,h:24},
{t:"breakthroughs, not just incremental improvements. Giving people ",p:53,x:187,y:822,w:682,h:24},
{t:"enough time to deal with their losses before moving on to achieve ",p:53,x:187,y:847,w:682,h:24},
{t:"the focus. ",p:53,x:187,y:871,w:106,h:24},
{t:"An odd thing about organizational change ",p:53,x:187,y:958,w:554,h:29},
{t:"When I talk with people about change, it never ceases ",p:53,x:187,y:987,w:683,h:48},
{t:"to amaze me how much they seem to know about the ",p:53,x:187,y:1036,w:685,h:29},
{t:"changes that the other person or persons in their lives ",p:53,x:187,y:1065,w:684,h:29},
{t:"need to embrace.  Sometimes this is so cleverly ",p:53,x:187,y:1095,w:695,h:29},
{t:"disguised even I get drawn in…and I’ve been at this for ",p:53,x:187,y:1124,w:683,h:29},
{t:"over twenty-five years.  ",p:53,x:187,y:1153,w:289,h:29},
{t:"When people point the finger at others and spend time ",p:53,x:187,y:1212,w:684,h:29},
{t:"discussing how others are resisting change, it ",p:53,x:187,y:1241,w:702,h:29},
{t:"demonstrates a distinct lack of self-awareness or self-",p:53,x:187,y:1271,w:675,h:29},
{t:"knowledge on their part – and it scuttles more plans ",p:53,x:187,y:1300,w:687,h:29},
{t:"and great ideas along the way than most leaders will ",p:53,x:187,y:1329,w:686,h:29},
{t:"care to admit to.  ",p:53,x:187,y:1359,w:217,h:29},
{t:"Lead People…Manage Things  ",p:54,x:187,y:66,w:380,h:40},
{t:"54 ",p:54,x:1060,y:75,w:34,h:30},
{t:"What about that failed expensive computer system ",p:54,x:187,y:149,w:692,h:29},
{t:"introduced last year, that if only those folks in ",p:54,x:187,y:179,w:696,h:29},
{t:"marketing REALLY understood?  ",p:54,x:187,y:208,w:408,h:29},
{t:"And what about that product or program launch that ",p:54,x:187,y:267,w:685,h:29},
{t:"fizzled out – if only those folks in operations put their ",p:54,x:187,y:296,w:685,h:29},
{t:"back behind it, things WOULD have been different. ",p:54,x:187,y:326,w:632,h:29},
{t:"To avoid playing this blame game, which can wreck an ",p:54,x:187,y:384,w:684,h:29},
{t:"organization, the answer for you as a leader is to lead ",p:54,x:187,y:414,w:685,h:29},
{t:"by personal example.  ",p:54,x:187,y:443,w:275,h:29},
{t:"An odd thing about organizational change…it really is ",p:54,x:187,y:502,w:685,h:29},
{t:"personal. ",p:54,x:187,y:531,w:121,h:29},
{t:"Leading change ",p:54,x:187,y:590,w:210,h:29},
{t:"With your focus already communicated and hopefully ",p:54,x:187,y:619,w:686,h:29},
{t:"understood, it’s now time to work collaboratively with ",p:54,x:187,y:648,w:686,h:29},
{t:"others to ‘make it happen’.  ",p:54,x:187,y:678,w:342,h:29},
{t:"This means figuring out the myriad details that must ",p:54,x:187,y:736,w:686,h:29},
{t:"fit together into a coherent plan of action…in fact ",p:54,x:187,y:766,w:692,h:29},
{t:"many plans.  ",p:54,x:187,y:795,w:167,h:29},
{t:"It also means keeping options open for as long as ",p:54,x:187,y:854,w:691,h:29},
{t:"possible to allow for changing circumstances, and new ",p:54,x:187,y:883,w:684,h:29},
{t:"opportunities.  ",p:54,x:187,y:912,w:187,h:29},
{t:"It means, as a leader, that you are going to be ",p:54,x:187,y:971,w:694,h:29},
{t:"challenged to ‘nail things down’ (“What we need ",p:54,x:187,y:1000,w:696,h:29},
{t:"around here is more accountability…”) and at the same ",p:54,x:187,y:1030,w:684,h:29},
{t:"time, ‘uproot things’ (“Why can’t our people be more ",p:54,x:187,y:1059,w:688,h:29},
{t:"innovative risk takers?”).  ",p:54,x:187,y:1089,w:315,h:29},
{t:"Achieving a delicate balance between these two ",p:54,x:187,y:1147,w:699,h:29},
{t:"distinctly different orientations is challenging. As you ",p:54,x:187,y:1177,w:686,h:29},
{t:"grapple with this challenge, you must demand the ",p:54,x:187,y:1206,w:692,h:29},
{t:"same of the people who report to you.  ",p:54,x:187,y:1235,w:475,h:29},
{t:"And this is where it can get messy.  ",p:54,x:187,y:1294,w:442,h:29},
{t:"This is where leading by example will be your best ally.  ",p:54,x:187,y:1353,w:687,h:29},
{t:"In a previous chapter, we talked about the STOP – ",p:54,x:187,y:1411,w:689,h:29},
{t:"START – IMPROVE approach to leading change. In ",p:54,x:187,y:1441,w:691,h:29},
{t:"attempting to achieve your focus, you need to ask the ",p:54,x:187,y:1470,w:685,h:29},
{t:"Lead People…Manage Things  ",p:55,x:187,y:66,w:380,h:40},
{t:"55 ",p:55,x:1060,y:75,w:34,h:30},
{t:"following key questions, and it will demand a great ",p:55,x:187,y:149,w:689,h:29},
{t:"deal of courage, especially on your part, to find the ",p:55,x:187,y:179,w:689,h:29},
{t:"answers: ",p:55,x:187,y:208,w:116,h:29},
{t:"STOP: Which existing lines of business, programs, ",p:55,x:187,y:267,w:692,h:29},
{t:"products, services and processes do we need to ",p:55,x:187,y:296,w:696,h:29},
{t:"discontinue or phase out because they no longer ",p:55,x:187,y:326,w:696,h:29},
{t:"support the focus?  ",p:55,x:187,y:355,w:245,h:29},
{t:"The greatest challenge here will be disturbing the ",p:55,x:187,y:414,w:693,h:29},
{t:"status quo. People who run these programs have ",p:55,x:187,y:443,w:694,h:29},
{t:"invested long hours, much sweat and a great deal of ",p:55,x:187,y:472,w:686,h:29},
{t:"themselves in making them work.  ",p:55,x:187,y:502,w:428,h:29},
{t:"They probably even have ‘new’ plans on the drawing ",p:55,x:187,y:560,w:687,h:29},
{t:"board to improve or revitalize them. They may even be ",p:55,x:187,y:590,w:684,h:29},
{t:"passionate about them.  ",p:55,x:187,y:619,w:304,h:29},
{t:"Expect the strongest resistance here. Emphasize the ",p:55,x:187,y:678,w:688,h:29},
{t:"need to honor past accomplishments, give people ",p:55,x:187,y:707,w:695,h:29},
{t:"sufficient time to mourn the losses they are ",p:55,x:187,y:736,w:703,h:29},
{t:"experiencing, to close the book on the past and then ",p:55,x:187,y:766,w:686,h:29},
{t:"move on.  ",p:55,x:187,y:795,w:126,h:29},
{t:"Keep in mind that it’s not just the people who are ",p:55,x:187,y:854,w:690,h:29},
{t:"directly affected by these changes that you need to be ",p:55,x:187,y:883,w:685,h:29},
{t:"concerned about, but other people in the organization ",p:55,x:187,y:912,w:685,h:29},
{t:"are also affected in a more subtle ‘it could be me next ",p:55,x:187,y:942,w:685,h:29},
{t:"time’ way. ",p:55,x:187,y:971,w:130,h:29},
{t:"START: Which new lines of business, programs, ",p:55,x:187,y:1030,w:697,h:29},
{t:"products, services and processes do we need to ",p:55,x:187,y:1059,w:696,h:29},
{t:"introduce in order to achieve the focus?  ",p:55,x:187,y:1089,w:495,h:29},
{t:"What new competencies will we need to introduce in ",p:55,x:187,y:1147,w:687,h:29},
{t:"order to make these new initiatives work?  ",p:55,x:187,y:1177,w:525,h:29},
{t:"What existing competencies will we need to transfer ",p:55,x:187,y:1235,w:689,h:29},
{t:"into these new initiatives?  ",p:55,x:187,y:1265,w:334,h:29},
{t:"This is the ‘glamorous’ side of change. Expect a lot of ",p:55,x:187,y:1323,w:685,h:29},
{t:"interest and competition for positions on project teams ",p:55,x:187,y:1353,w:683,h:29},
{t:"here.  ",p:55,x:187,y:1382,w:77,h:29},
{t:"Emphasize the need for innovation, and expect some ",p:55,x:187,y:1441,w:687,h:29},
{t:"failures.  ",p:55,x:187,y:1470,w:115,h:29},
{t:"Lead People…Manage Things  ",p:56,x:187,y:66,w:380,h:40},
{t:"56 ",p:56,x:1060,y:75,w:34,h:30},
{t:"Celebrate the successes…and personally lead these ",p:56,x:187,y:179,w:692,h:29},
{t:"celebrations. ",p:56,x:187,y:208,w:164,h:29},
{t:"IMPROVE: Which existing lines of business, programs, ",p:56,x:187,y:267,w:684,h:29},
{t:"products, services and processes do we need to ",p:56,x:187,y:296,w:696,h:29},
{t:"dramatically improve, in order to achieve the focus?  ",p:56,x:187,y:326,w:646,h:29},
{t:"Expect a lot of jockeying for favor here between those ",p:56,x:187,y:384,w:686,h:29},
{t:"things that people want to discontinue versus improve.  ",p:56,x:187,y:414,w:689,h:29},
{t:"Sometimes the distinction is fuzzy…a fine line between ",p:56,x:187,y:472,w:683,h:29},
{t:"what works and what doesn’t. Again, this disturbs the ",p:56,x:187,y:502,w:684,h:29},
{t:"status quo.  ",p:56,x:187,y:531,w:154,h:29},
{t:"To improve means a substantial improvement over a ",p:56,x:187,y:590,w:687,h:29},
{t:"short period of time, not just more of the same ",p:56,x:187,y:619,w:694,h:29},
{t:"incremental improvements that perhaps have already ",p:56,x:187,y:648,w:687,h:29},
{t:"been taking place…it means a new higher standard.  ",p:56,x:187,y:678,w:652,h:29},
{t:"Watch out for competitiveness between this and the ",p:56,x:187,y:736,w:688,h:29},
{t:"other two approaches. Some folks will want to escape ",p:56,x:187,y:766,w:685,h:29},
{t:"to the more ‘glamorous’ project teams who are starting ",p:56,x:187,y:795,w:683,h:29},
{t:"out on a brand new journey, while still others will ",p:56,x:187,y:824,w:690,h:29},
{t:"want to escape the possibility of becoming a victim of a ",p:56,x:187,y:854,w:682,h:29},
{t:"discontinued function. ",p:56,x:187,y:883,w:284,h:29},
{t:"So what do you, as a leader, do in these types of ",p:56,x:187,y:942,w:690,h:29},
{t:"situations?  ",p:56,x:187,y:971,w:151,h:29},
{t:"First, lead by personal example, as stated earlier.  ",p:56,x:187,y:1030,w:623,h:29},
{t:"This means that you must show others how you are ",p:56,x:187,y:1089,w:687,h:29},
{t:"coping with the changes that you must personally ",p:56,x:187,y:1118,w:692,h:29},
{t:"undertake in order to achieve the focus.  ",p:56,x:187,y:1147,w:504,h:29},
{t:"What are you personally doing in the STOP – START – ",p:56,x:187,y:1206,w:684,h:29},
{t:"IMPROVE trilogy? This can and should relate, at least ",p:56,x:187,y:1235,w:685,h:29},
{t:"in part, to your voyage of self-discovery discussed in ",p:56,x:187,y:1265,w:687,h:29},
{t:"the previous chapter.  ",p:56,x:187,y:1294,w:276,h:29},
{t:"What personal behaviors are you trying to stop, start, ",p:56,x:187,y:1353,w:685,h:29},
{t:"or improve?  ",p:56,x:187,y:1382,w:160,h:29},
{t:"Maybe in the past you have been too autocratic in ",p:56,x:187,y:1441,w:689,h:29},
{t:"certain situations?  ",p:56,x:187,y:1470,w:244,h:29},
{t:"Lead People…Manage Things  ",p:57,x:187,y:66,w:380,h:40},
{t:"57 ",p:57,x:1060,y:75,w:34,h:30},
{t:"Maybe you have been too easily influenced, or have not ",p:57,x:187,y:179,w:683,h:29},
{t:"held people accountable, or have not practiced enough ",p:57,x:187,y:208,w:684,h:29},
{t:"follow up?  ",p:57,x:187,y:237,w:140,h:29},
{t:"Maybe you have been slow to innovate?  ",p:57,x:187,y:296,w:498,h:29},
{t:"This is where you can make your personal journey ",p:57,x:187,y:355,w:690,h:29},
{t:"visible to all.  ",p:57,x:187,y:384,w:170,h:29},
{t:"Second, admit openly that you do not have all the ",p:57,x:187,y:443,w:689,h:29},
{t:"answers…nor does anyone else…right now.  ",p:57,x:187,y:472,w:546,h:29},
{t:"While keeping people looking forward in the direction ",p:57,x:187,y:531,w:686,h:29},
{t:"of the focus, concentrate the dialogue on the many ",p:57,x:187,y:560,w:689,h:29},
{t:"ways by which the focus can be achieved. Keep people ",p:57,x:187,y:590,w:684,h:29},
{t:"looking forward and moving forward.  ",p:57,x:187,y:619,w:466,h:29},
{t:"This is critical.  ",p:57,x:187,y:678,w:196,h:29},
{t:"In today’s business world, you are ‘only as good as ",p:57,x:187,y:736,w:689,h:29},
{t:"your last game’, to borrow a sporting metaphor.  ",p:57,x:187,y:766,w:599,h:29},
{t:"Third, use the ‘towards’ AND ‘away from’ directions of ",p:57,x:187,y:824,w:684,h:29},
{t:"motivation discussed in an earlier chapter to get ",p:57,x:187,y:854,w:695,h:29},
{t:"peoples’ attention, to get them to truly understand the ",p:57,x:187,y:883,w:683,h:29},
{t:"consequences that await them, and to create an ",p:57,x:187,y:912,w:695,h:29},
{t:"environment where people are self motivated.  ",p:57,x:187,y:942,w:569,h:29},
{t:"What will achieving the focus do for the organization, ",p:57,x:187,y:1000,w:686,h:29},
{t:"it’s customers and suppliers, for the people who run it, ",p:57,x:187,y:1030,w:683,h:29},
{t:"for the community, for all stakeholders?  ",p:57,x:187,y:1059,w:506,h:29},
{t:"What will NOT achieving it mean for all these people?  ",p:57,x:187,y:1118,w:667,h:29},
{t:"Be explicit, and keep the consequences at the ",p:57,x:187,y:1177,w:699,h:29},
{t:"forefront.  ",p:57,x:187,y:1206,w:129,h:29},
{t:"Bear in mind, we are talking here about natural ",p:57,x:187,y:1265,w:683,h:29},
{t:"consequences, not contrived ones. These ",p:57,x:187,y:1294,w:727,h:29},
{t:"consequences represent what I call ‘an inescapable ",p:57,x:187,y:1323,w:691,h:29},
{t:"logic’, dictated mostly by your external environment, ",p:57,x:187,y:1353,w:688,h:29},
{t:"not rewards and punishments that might disappear if ",p:57,x:187,y:1382,w:685,h:29},
{t:"you or someone else happens to have a change of ",p:57,x:187,y:1411,w:691,h:29},
{t:"heart.  ",p:57,x:187,y:1441,w:88,h:29},
{t:"Lead People…Manage Things  ",p:58,x:187,y:66,w:380,h:40},
{t:"58 ",p:58,x:1060,y:75,w:34,h:30},
{t:"Do not use these natural consequences as a threat, for ",p:58,x:187,y:149,w:683,h:29},
{t:"it will be seen as coming from you, and not the ",p:58,x:187,y:179,w:693,h:29},
{t:"external world. ",p:58,x:187,y:208,w:190,h:29},
{t:"Fourth, don’t back off from your focus, not even for a ",p:58,x:187,y:267,w:684,h:29},
{t:"moment.  ",p:58,x:187,y:296,w:124,h:29},
{t:"When people see a leader blink in the face of ",p:58,x:187,y:355,w:697,h:29},
{t:"opposition, they can lose confidence very quickly.  ",p:58,x:187,y:384,w:620,h:29},
{t:"When opposition arises, respect the right of the person ",p:58,x:187,y:443,w:683,h:29},
{t:"or group to bring concerns to the surface, in fact ",p:58,x:187,y:472,w:691,h:29},
{t:"encourage it, but demand that they bring suggestions ",p:58,x:187,y:502,w:686,h:29},
{t:"for solving the problem as well. ",p:58,x:187,y:531,w:388,h:29},
{t:"Try to think of opposition as falling into three different ",p:58,x:187,y:590,w:684,h:29},
{t:"categories, or types: ",p:58,x:187,y:619,w:251,h:29},
{t:"  ",p:58,x:187,y:648,w:15,h:29},
{t:"Type 1: The Test ",p:58,x:187,y:678,w:227,h:29},
{t:"Much of the opposition you experience will be a test to ",p:58,x:187,y:707,w:684,h:29},
{t:"see if you are really serious about your focus.  ",p:58,x:187,y:736,w:572,h:29},
{t:"Most people have been through change before, and ",p:58,x:187,y:795,w:690,h:29},
{t:"believe they can distinguish between real change and a ",p:58,x:187,y:824,w:683,h:29},
{t:"fad.  ",p:58,x:187,y:854,w:62,h:29},
{t:"Punch drunk veterans of previous waves of change ",p:58,x:187,y:912,w:690,h:29},
{t:"even have a term for fads: ‘BOHICA’ or “Bend Over ",p:58,x:187,y:942,w:689,h:29},
{t:"Here It Comes Again”.  ",p:58,x:187,y:971,w:284,h:29},
{t:"Type 2: Did I Hear You Right? ",p:58,x:187,y:1030,w:402,h:29},
{t:"Some opposition will occur as a result of ",p:58,x:187,y:1059,w:708,h:29},
{t:"misunderstandings about what the focus stands for.  ",p:58,x:187,y:1089,w:653,h:29},
{t:"As your message, succinct as it is travels throughout ",p:58,x:187,y:1147,w:686,h:29},
{t:"the organization, expect for it to be added to, deleted ",p:58,x:187,y:1177,w:686,h:29},
{t:"from, modified, over emphasized, under emphasized, ",p:58,x:187,y:1206,w:689,h:29},
{t:"and generally taken apart and put back together many ",p:58,x:187,y:1235,w:683,h:29},
{t:"times.  ",p:58,x:187,y:1265,w:90,h:29},
{t:"Use personal dialogue to clear up these ",p:58,x:187,y:1323,w:715,h:29},
{t:"misunderstandings.  Give people space to air their ",p:58,x:187,y:1353,w:691,h:29},
{t:"views and to seek clarification.  ",p:58,x:187,y:1382,w:390,h:29},
{t:"Be available.  ",p:58,x:187,y:1441,w:171,h:29},
{t:"Lead People…Manage Things  ",p:59,x:187,y:66,w:380,h:40},
{t:"59 ",p:59,x:1060,y:75,w:34,h:30},
{t:"Treat these first two types of ‘opposition’ as a blessing, ",p:59,x:187,y:179,w:684,h:29},
{t:"as a way to talk openly and candidly about previous ",p:59,x:187,y:208,w:687,h:29},
{t:"experiences with change, and for discovering how ",p:59,x:187,y:237,w:694,h:29},
{t:"people want change to be handled this time around.  ",p:59,x:187,y:267,w:653,h:29},
{t:"But maintain your focus. ",p:59,x:187,y:326,w:315,h:29},
{t:"Type 3: I Didn’t Sign Up for This! ",p:59,x:187,y:384,w:446,h:29},
{t:"In a few cases, opposition will be real and permanent, ",p:59,x:187,y:414,w:682,h:29},
{t:"based on a fundamental clash of beliefs and values.  ",p:59,x:187,y:443,w:649,h:29},
{t:"This occurs mostly where there is a fundamental shift ",p:59,x:187,y:502,w:684,h:29},
{t:"in the mission of an organization, or where the ",p:59,x:187,y:531,w:696,h:29},
{t:"organization is attempting to go through a ",p:59,x:187,y:560,w:709,h:29},
{t:"transformation.  ",p:59,x:187,y:590,w:207,h:29},
{t:"This is where very often a parting of the ways needs to ",p:59,x:187,y:648,w:683,h:29},
{t:"happen. Sad as this is, it is better for the person(s), ",p:59,x:187,y:678,w:687,h:29},
{t:"and for the organization, that this parting happens as ",p:59,x:187,y:707,w:685,h:29},
{t:"quickly and as humanely as possible. ",p:59,x:187,y:736,w:467,h:29},
{t:"Fifth, maintain and support the organizational values, ",p:59,x:187,y:795,w:684,h:29},
{t:"especially in the face of stiff opposition to change.  ",p:59,x:187,y:824,w:623,h:29},
{t:"If one of your stated values is respect for people, then ",p:59,x:187,y:883,w:685,h:29},
{t:"show it openly, even if a person or group is not ",p:59,x:187,y:912,w:693,h:29},
{t:"showing respect towards you.  ",p:59,x:187,y:942,w:378,h:29},
{t:"Does this mean that you roll over for some people to ",p:59,x:187,y:1000,w:686,h:29},
{t:"trample on you?  ",p:59,x:187,y:1030,w:215,h:29},
{t:"On the contrary, you face the opposition on two fronts ",p:59,x:187,y:1089,w:684,h:29},
{t:"– one, you deal with the manner in which that ",p:59,x:187,y:1118,w:695,h:29},
{t:"opposition was demonstrated; and two, you deal with ",p:59,x:187,y:1147,w:686,h:29},
{t:"the substance of the opposition.  ",p:59,x:187,y:1177,w:405,h:29},
{t:"For example, if the opposition involves open ",p:59,x:187,y:1235,w:705,h:29},
{t:"aggression, then deal with the aggression as a flagrant ",p:59,x:187,y:1265,w:684,h:29},
{t:"flaunting of the organizational value of respect for ",p:59,x:187,y:1294,w:692,h:29},
{t:"others.  ",p:59,x:187,y:1323,w:101,h:29},
{t:"Be unflinching in that regard.  ",p:59,x:187,y:1382,w:380,h:29},
{t:"Then deal with the substance of the opposition…it may ",p:59,x:187,y:1441,w:683,h:29},
{t:"still have merit. But don’t allow a person or group to ",p:59,x:187,y:1470,w:686,h:29},
{t:"Lead People…Manage Things  ",p:60,x:187,y:66,w:380,h:40},
{t:"60 ",p:60,x:1060,y:75,w:34,h:30},
{t:"flaunt organizational values, no matter how much ",p:60,x:187,y:149,w:693,h:29},
{t:"substance or merit their opposition or point of view ",p:60,x:187,y:179,w:689,h:29},
{t:"has. ",p:60,x:187,y:208,w:60,h:29},
{t:"These five actions are important, even critical. But you ",p:60,x:187,y:267,w:683,h:29},
{t:"will find many other ways in which to advance towards ",p:60,x:187,y:296,w:683,h:29},
{t:"your focus, all the time trying desperately hard not to ",p:60,x:187,y:326,w:685,h:29},
{t:"be seen as secretive or manipulative.  ",p:60,x:187,y:355,w:466,h:29},
{t:"Holding firm to your focus, your values, your true self, ",p:60,x:187,y:414,w:684,h:29},
{t:"you will be tested at every step along the way.  ",p:60,x:187,y:443,w:575,h:29},
{t:"There will be times when you will feel betrayed by ",p:60,x:187,y:502,w:690,h:29},
{t:"some whom you’ve trusted implicitly, for such is the ",p:60,x:187,y:531,w:687,h:29},
{t:"fickleness of human nature.  ",p:60,x:187,y:560,w:359,h:29},
{t:"On the other hand, you will be surprised by the ",p:60,x:187,y:619,w:693,h:29},
{t:"lengths to which some people will go to fight on your ",p:60,x:187,y:648,w:685,h:29},
{t:"behalf, and at times it will appear as though you have ",p:60,x:187,y:678,w:684,h:29},
{t:"an army of supporters working for your focus.  ",p:60,x:187,y:707,w:579,h:29},
{t:"This is as it should be.  ",p:60,x:187,y:766,w:293,h:29},
{t:"The courage to face reality ",p:60,x:187,y:824,w:358,h:29},
{t:"Courage.  ",p:60,x:187,y:854,w:125,h:29},
{t:"People know it when they see it.  ",p:60,x:187,y:912,w:407,h:29},
{t:"They also know what it is not.  ",p:60,x:187,y:971,w:382,h:29},
{t:"It is not brashness, bravado, or being ‘macho’. It is not ",p:60,x:187,y:1030,w:683,h:29},
{t:"being pig-headed or obstinate. It is not about ‘storming ",p:60,x:187,y:1059,w:683,h:29},
{t:"the hill’.  ",p:60,x:187,y:1089,w:115,h:29},
{t:"It is about facing reality…and this is where many ",p:60,x:187,y:1147,w:692,h:29},
{t:"leaders fail.  ",p:60,x:187,y:1177,w:157,h:29},
{t:"There are as many versions of ‘reality’ as there are ",p:60,x:187,y:1235,w:689,h:29},
{t:"people. When you announce your focus, people ",p:60,x:187,y:1265,w:699,h:29},
{t:"immediately contrast it with reality…their own version ",p:60,x:187,y:1294,w:684,h:29},
{t:"of it.  ",p:60,x:187,y:1323,w:71,h:29},
{t:"Recommended Reading ",p:60,x:187,y:1385,w:244,h:24},
{t:"Peter Senge, in his best selling book, “The Fifth Discipline” ",p:60,x:187,y:1409,w:681,h:24},
{t:"describes these versions of reality as ‘mental models’, which we ",p:60,x:187,y:1434,w:685,h:24},
{t:"use to explain how we believe the world works, or should work. ",p:60,x:187,y:1458,w:684,h:24},
{t:"Lead People…Manage Things  ",p:61,x:187,y:66,w:380,h:40},
{t:"61 ",p:61,x:1060,y:75,w:34,h:30},
{t:"Surfacing peoples’ mental models is essential to understanding ",p:61,x:187,y:149,w:686,h:24},
{t:"how people perceive the gap that exists, in their view, between ",p:61,x:187,y:174,w:685,h:24},
{t:"current and future realities…between what exists now and your ",p:61,x:187,y:198,w:684,h:24},
{t:"future focus.  ",p:61,x:187,y:223,w:143,h:24},
{t:"If the gap appears too big, there will be resistance, or ‘tension’ as ",p:61,x:187,y:272,w:682,h:24},
{t:"Senge describes it. Helping people deal with this tension in a ",p:61,x:187,y:296,w:687,h:24},
{t:"creative way is the best way to ease the tension, the only other ",p:61,x:187,y:320,w:684,h:24},
{t:"way being to let go of or relax your focus.  ",p:61,x:187,y:345,w:431,h:24},
{t:"Creativity therefore is the key to achieving the ",p:61,x:187,y:402,w:699,h:29},
{t:"breakthroughs that you will need in order to advance ",p:61,x:187,y:431,w:686,h:29},
{t:"towards your focus. And creativity takes courage, ",p:61,x:187,y:461,w:695,h:29},
{t:"because it involves failure on a scale that most leaders ",p:61,x:187,y:490,w:683,h:29},
{t:"and organizations find difficult if not impossible to ",p:61,x:187,y:519,w:691,h:29},
{t:"stomach. ",p:61,x:187,y:549,w:120,h:29},
{t:"The courage to allow creativity to blossom ",p:61,x:187,y:607,w:563,h:29},
{t:"Our organizations and management systems are ",p:61,x:187,y:637,w:699,h:29},
{t:"designed for control. Control is important, that goes ",p:61,x:187,y:666,w:688,h:29},
{t:"without saying. Without control, we would not know ",p:61,x:187,y:696,w:688,h:29},
{t:"where we are on our journey. We would most likely ",p:61,x:187,y:725,w:688,h:29},
{t:"lose our way.  ",p:61,x:187,y:754,w:177,h:29},
{t:"But control what?  ",p:61,x:187,y:813,w:236,h:29},
{t:"As mentioned in a previous chapter, a key task of ",p:61,x:187,y:872,w:691,h:29},
{t:"managing is to control and improve an organizations ",p:61,x:187,y:901,w:687,h:29},
{t:"mission critical processes, the ones that produce value ",p:61,x:187,y:930,w:683,h:29},
{t:"for its stakeholders.   ",p:61,x:187,y:960,w:267,h:29},
{t:"These processes tend to be designed with control in ",p:61,x:187,y:1018,w:688,h:29},
{t:"mind. They represent the essential supply chain ",p:61,x:187,y:1048,w:697,h:29},
{t:"between what stakeholders want or need, and what ",p:61,x:187,y:1077,w:689,h:29},
{t:"the organization produces…the link between demand ",p:61,x:187,y:1106,w:687,h:29},
{t:"and supply.  ",p:61,x:187,y:1136,w:160,h:29},
{t:"‘Coloring outside the lines’, ‘thinking outside the box’ ",p:61,x:187,y:1194,w:686,h:29},
{t:"are terms that are frequently used to urge people to ",p:61,x:187,y:1224,w:687,h:29},
{t:"depart from this control oriented way of thinking in ",p:61,x:187,y:1253,w:688,h:29},
{t:"order to generate and embrace new innovative ideas.  ",p:61,x:187,y:1282,w:659,h:29},
{t:"There is great danger here.  ",p:61,x:187,y:1341,w:344,h:29},
{t:"People will be afraid that not ‘doing it right the first ",p:61,x:187,y:1400,w:688,h:29},
{t:"time’, the mantra of the control oriented organization, ",p:61,x:187,y:1429,w:685,h:29},
{t:"Lead People…Manage Things  ",p:62,x:187,y:66,w:380,h:40},
{t:"62 ",p:62,x:1060,y:75,w:34,h:30},
{t:"will prevail…that they will be punished somehow for ",p:62,x:187,y:149,w:688,h:29},
{t:"trying and failing on their first attempt.  ",p:62,x:187,y:179,w:497,h:29},
{t:"They might be right.  ",p:62,x:187,y:237,w:263,h:29},
{t:"If your organization has compensation, rewards, ",p:62,x:187,y:296,w:699,h:29},
{t:"recognition and yes, even disciplinary systems that ",p:62,x:187,y:326,w:691,h:29},
{t:"were designed with control and incremental ",p:62,x:187,y:355,w:711,h:29},
{t:"improvement in mind, guess what?  ",p:62,x:187,y:384,w:446,h:29},
{t:"That’s exactly what you will get...control and very, very ",p:62,x:187,y:443,w:683,h:29},
{t:"slow incremental improvements.  ",p:62,x:187,y:472,w:412,h:29},
{t:"With your new focus, there likely will be a major ",p:62,x:187,y:531,w:692,h:29},
{t:"chasm between current reality and the future, and it’s ",p:62,x:187,y:560,w:684,h:29},
{t:"extremely dangerous to leap a chasm in two or more ",p:62,x:187,y:590,w:687,h:29},
{t:"bounds, which is what your organizational systems are ",p:62,x:187,y:619,w:683,h:29},
{t:"probably designed to do. ",p:62,x:187,y:648,w:307,h:29},
{t:"So something has to give…  ",p:62,x:187,y:707,w:345,h:29},
{t:"Enter ‘bottom line innovation’.  ",p:62,x:187,y:766,w:387,h:29},
{t:"Although you may not see yourself as a great ",p:62,x:187,y:824,w:698,h:29},
{t:"innovator, it does not mean that you cannot sponsor ",p:62,x:187,y:854,w:683,h:29},
{t:"great innovations.  ",p:62,x:187,y:883,w:236,h:29},
{t:"The key sponsorship role for you to play is to establish ",p:62,x:187,y:942,w:683,h:29},
{t:"strong linkages between the innovative ‘skunk works’ ",p:62,x:187,y:971,w:687,h:29},
{t:"part of your organization (those responsible for the ",p:62,x:187,y:1000,w:691,h:29},
{t:"innovative breakthrough designs) and the production ",p:62,x:187,y:1030,w:687,h:29},
{t:"minded, control oriented part (those responsible for ",p:62,x:187,y:1059,w:690,h:29},
{t:"getting the product out the door or for serving clients)  ",p:62,x:187,y:1089,w:672,h:29},
{t:"The skunk works generate the new ideas, test them ",p:62,x:187,y:1147,w:688,h:29},
{t:"out, prove their worth and then hand them over to the ",p:62,x:187,y:1177,w:684,h:29},
{t:"production side, who then control and incrementally ",p:62,x:187,y:1206,w:688,h:29},
{t:"improve the daily processes that bring the new ideas to ",p:62,x:187,y:1235,w:682,h:29},
{t:"the marketplace, reliably and predictably.   ",p:62,x:187,y:1265,w:534,h:29},
{t:"This does not mean that both sides work in isolation, ",p:62,x:187,y:1323,w:685,h:29},
{t:"with a wall dividing them.  ",p:62,x:187,y:1353,w:331,h:29},
{t:"On the contrary, people pass between these ",p:62,x:187,y:1411,w:706,h:29},
{t:"organizations on a regular basis, both formally and ",p:62,x:187,y:1441,w:690,h:29},
{t:"informally. Constructive dialogue, cross-functional ",p:62,x:187,y:1470,w:701,h:29},
{t:"Lead People…Manage Things  ",p:63,x:187,y:66,w:380,h:40},
{t:"63 ",p:63,x:1060,y:75,w:34,h:30},
{t:"teamwork, and concurrent design are all ways that ",p:63,x:187,y:149,w:690,h:29},
{t:"organizations are now fulfilling this need to marry ",p:63,x:187,y:179,w:692,h:29},
{t:"innovation with quality minded production and service ",p:63,x:187,y:208,w:683,h:29},
{t:"delivery.  ",p:63,x:187,y:237,w:118,h:29},
{t:"You will be spending a good deal of your time in both ",p:63,x:187,y:296,w:685,h:29},
{t:"environments, leading by example, showing how it is ",p:63,x:187,y:326,w:687,h:29},
{t:"possible to embrace the new, while holding on to ",p:63,x:187,y:355,w:693,h:29},
{t:"what’s best about the old, praising new product and ",p:63,x:187,y:384,w:687,h:29},
{t:"service innovations AND flawless delivery in the same ",p:63,x:187,y:414,w:685,h:29},
{t:"way and to the same degree. ",p:63,x:187,y:443,w:355,h:29},
{t:"The SOP Factor ",p:63,x:187,y:502,w:212,h:29},
{t:"In the production and service delivery part the ",p:63,x:187,y:531,w:697,h:29},
{t:"acronym S.O.P. stands for ‘Standard ",p:63,x:187,y:560,w:534,h:29},
{t:"Operating ",p:63,x:741,y:560,w:128,h:29},
{t:"Procedure’, emphasizing the need for quality, reliability ",p:63,x:187,y:590,w:683,h:29},
{t:"and predictability; while in the skunk works part it ",p:63,x:187,y:619,w:689,h:29},
{t:"stands for ‘Seat Of the Pants’, emphasizing the need ",p:63,x:187,y:648,w:687,h:29},
{t:"for experimentation and risk taking.  ",p:63,x:187,y:678,w:458,h:29},
{t:"The leadership style you need to apply will differ ",p:63,x:187,y:736,w:693,h:29},
{t:"depending on which part of the organization you are ",p:63,x:187,y:766,w:687,h:29},
{t:"interacting with. The feedback and reinforcement for ",p:63,x:187,y:795,w:688,h:29},
{t:"one side will emphasize ‘out of bounds’ thinking and ",p:63,x:187,y:824,w:686,h:29},
{t:"acting, while the other side will emphasize keeping ",p:63,x:187,y:854,w:690,h:29},
{t:"things ‘within bounds’.   ",p:63,x:187,y:883,w:304,h:29},
{t:"Geoffrey Ballard thought he could change the world, at ",p:63,x:187,y:942,w:683,h:29},
{t:"a time when others thought he was crazy. Ballard, a ",p:63,x:187,y:971,w:687,h:29},
{t:"Canadian geophysicist who had directed lab research ",p:63,x:187,y:1000,w:686,h:29},
{t:"for the U. S. Army and headed up an energy ",p:63,x:187,y:1030,w:698,h:29},
{t:"conservation program for the U. S. Department of ",p:63,x:187,y:1059,w:692,h:29},
{t:"Energy, was adamant that his ideas on hydrogen fuel ",p:63,x:187,y:1089,w:685,h:29},
{t:"cell technology could produce a viable and cleaner ",p:63,x:187,y:1118,w:691,h:29},
{t:"alternative to fossil fuels, and that the future of ",p:63,x:187,y:1147,w:695,h:29},
{t:"transportation was in electric powered vehicles based ",p:63,x:187,y:1177,w:686,h:29},
{t:"on this technology.  ",p:63,x:187,y:1206,w:248,h:29},
{t:"So, in the mid seventies in the searing heat of Arizona, ",p:63,x:187,y:1265,w:683,h:29},
{t:"Ballard and a few associates set about their work, ",p:63,x:187,y:1294,w:691,h:29},
{t:"working on shoestring budgets and with a focus that ",p:63,x:187,y:1323,w:686,h:29},
{t:"was unrelenting.  ",p:63,x:187,y:1353,w:220,h:29},
{t:"Their company went bankrupt at one point, but that ",p:63,x:187,y:1411,w:687,h:29},
{t:"did not deter them. Moving to North Vancouver in ",p:63,x:187,y:1441,w:691,h:29},
{t:"British Columbia in 1983 and working on a small ",p:63,x:187,y:1470,w:691,h:29},
{t:"Lead People…Manage Things  ",p:64,x:187,y:66,w:380,h:40},
{t:"64 ",p:64,x:1060,y:75,w:34,h:30},
{t:"contract for the Canadian military, they set about ",p:64,x:187,y:149,w:692,h:29},
{t:"improving upon the fuel cell originally developed by GE ",p:64,x:187,y:179,w:682,h:29},
{t:"and abandoned by them because of cost, and worked ",p:64,x:187,y:208,w:686,h:29},
{t:"long hours to find ways to improve its power and ",p:64,x:187,y:237,w:691,h:29},
{t:"reduce its cost. ",p:64,x:187,y:267,w:194,h:29},
{t:"In 1986, at Los Alamos Laboratories in New Mexico, ",p:64,x:187,y:326,w:688,h:29},
{t:"they were able to unveil their work…and the world ",p:64,x:187,y:355,w:690,h:29},
{t:"started at last to pay attention.  ",p:64,x:187,y:384,w:396,h:29},
{t:"Ballard Systems built fuel cell transit buses, allowing ",p:64,x:187,y:443,w:686,h:29},
{t:"the cities of Chicago and Vancouver to carry ",p:64,x:187,y:472,w:702,h:29},
{t:"passengers in environmentally efficient and friendly ",p:64,x:187,y:502,w:691,h:29},
{t:"vehicles for a number of years now.  ",p:64,x:187,y:531,w:449,h:29},
{t:"Investment dollars began to flow, and by the mid to ",p:64,x:187,y:590,w:688,h:29},
{t:"late 1990’s the major auto manufacturers began to ",p:64,x:187,y:619,w:690,h:29},
{t:"sign on.  ",p:64,x:187,y:648,w:113,h:29},
{t:"DaimlerChrysler and Ford got into the act with a ",p:64,x:187,y:707,w:692,h:29},
{t:"billion dollar investment in Ballard Systems in 1997, ",p:64,x:187,y:736,w:687,h:29},
{t:"representing a 35% stock acquisition.  ",p:64,x:187,y:766,w:476,h:29},
{t:"Ballard, along with his partners Keith Prater, a ",p:64,x:187,y:824,w:697,h:29},
{t:"chemist and Paul Howard, an engineer had at last ",p:64,x:187,y:854,w:690,h:29},
{t:"arrived. Gone were the days of beer and pizza and late ",p:64,x:187,y:883,w:684,h:29},
{t:"nights testing designs on shoestring budgets. Their ",p:64,x:187,y:912,w:691,h:29},
{t:"focus and persistence paid off. ",p:64,x:187,y:942,w:380,h:29},
{t:"Ballard was nominated as one of Time magazine’s ",p:64,x:187,y:1000,w:692,h:29},
{t:"“Time.com Heroes of the Environment” in 1999. His ",p:64,x:187,y:1030,w:689,h:29},
{t:"courage meant that he was able to not alone innovate, ",p:64,x:187,y:1059,w:684,h:29},
{t:"but also to get the world to wake up to the realities of ",p:64,x:187,y:1089,w:684,h:29},
{t:"dwindling supplies of fossil fuels and their effect on the ",p:64,x:187,y:1118,w:683,h:29},
{t:"environment.  ",p:64,x:187,y:1147,w:178,h:29},
{t:"He challenged the existing thinking, and all the ",p:64,x:187,y:1206,w:696,h:29},
{t:"indications are that he won. ",p:64,x:187,y:1235,w:351,h:29},
{t:"The courage to change all systems that don’t ",p:64,x:187,y:1294,w:597,h:29},
{t:"support the focus ",p:64,x:187,y:1323,w:237,h:29},
{t:"Traditional performance management systems, with ",p:64,x:187,y:1353,w:692,h:29},
{t:"their emphasis on proving you achieved a goal, are ",p:64,x:187,y:1382,w:690,h:29},
{t:"simply not suited to an environment where failure is ",p:64,x:187,y:1411,w:687,h:29},
{t:"seen as an essential step to improving.  ",p:64,x:187,y:1441,w:484,h:29},
{t:"Lead People…Manage Things  ",p:65,x:187,y:66,w:380,h:40},
{t:"65 ",p:65,x:1060,y:75,w:34,h:30},
{t:"Balancing the need to prove with the need to improve ",p:65,x:187,y:149,w:683,h:29},
{t:"is a leadership challenge that you need to rise to, and ",p:65,x:187,y:179,w:685,h:29},
{t:"your organizational systems need to be flexible enough ",p:65,x:187,y:208,w:683,h:29},
{t:"to accommodate both needs.  ",p:65,x:187,y:237,w:366,h:29},
{t:"In Geoffrey Ballard’s case there were more ‘failures’ ",p:65,x:187,y:296,w:690,h:29},
{t:"than successes, but he nevertheless succeeded. Had ",p:65,x:187,y:326,w:688,h:29},
{t:"he been a member of an established organization his ",p:65,x:187,y:355,w:686,h:29},
{t:"‘failures’ might have gotten him reprimanded and fired ",p:65,x:187,y:384,w:684,h:29},
{t:"long before they paid off.  ",p:65,x:187,y:414,w:317,h:29},
{t:"The ‘performance management system’ would have ",p:65,x:187,y:472,w:693,h:29},
{t:"gotten to him first. But he used his failures as ways to ",p:65,x:187,y:502,w:683,h:29},
{t:"learn and improve, and he refused to give up. ",p:65,x:187,y:531,w:564,h:29},
{t:"Human resource systems such as performance ",p:65,x:187,y:590,w:703,h:29},
{t:"management, compensation, reward and recognition, ",p:65,x:187,y:619,w:688,h:29},
{t:"recruitment, human resource development, and ",p:65,x:187,y:648,w:705,h:29},
{t:"organizational development need to be aligned with ",p:65,x:187,y:678,w:691,h:29},
{t:"both innovative and control oriented thinking.  ",p:65,x:187,y:707,w:583,h:29},
{t:"Many leaders think that they can tweak existing ",p:65,x:187,y:766,w:695,h:29},
{t:"systems and all will be well. This is simply not so.   ",p:65,x:187,y:795,w:633,h:29},
{t:"Like all other organizational systems, you will find that ",p:65,x:187,y:854,w:683,h:29},
{t:"your HR systems are primarily designed to ensure ",p:65,x:187,y:883,w:691,h:29},
{t:"control and small incremental improvements and will ",p:65,x:187,y:912,w:686,h:29},
{t:"fall far short when it comes to supporting innovative ",p:65,x:187,y:942,w:687,h:29},
{t:"breakthroughs.  ",p:65,x:187,y:971,w:204,h:29},
{t:"Take recruitment as a prime example.  ",p:65,x:187,y:1030,w:480,h:29},
{t:"Let’s say that you need to recruit people with really ",p:65,x:187,y:1089,w:688,h:29},
{t:"innovative minds, the type that like to experiment a ",p:65,x:187,y:1118,w:689,h:29},
{t:"lot. Yet the recruitment system is built around ",p:65,x:187,y:1147,w:698,h:29},
{t:"standard job descriptions, standard personnel profiles, ",p:65,x:187,y:1177,w:683,h:29},
{t:"standard wording in ads that attract standard types of ",p:65,x:187,y:1206,w:683,h:29},
{t:"applicants, even standard interview processes with ",p:65,x:187,y:1235,w:693,h:29},
{t:"standard sets of questions.  ",p:65,x:187,y:1265,w:346,h:29},
{t:"Tweaking such a recruitment process to meet the need ",p:65,x:187,y:1323,w:683,h:29},
{t:"for attracting high caliber candidates who are ",p:65,x:187,y:1353,w:702,h:29},
{t:"innovators will not work.  ",p:65,x:187,y:1382,w:319,h:29},
{t:"Even if some bright people do manage to sneak in past ",p:65,x:187,y:1441,w:683,h:29},
{t:"all the controls, expecting these people to ‘conform’ to ",p:65,x:187,y:1470,w:685,h:29},
{t:"Lead People…Manage Things  ",p:66,x:187,y:66,w:380,h:40},
{t:"66 ",p:66,x:1060,y:75,w:34,h:30},
{t:"the many other standard HR systems will eventually ",p:66,x:187,y:149,w:687,h:29},
{t:"frustrate them and drive them to leave the ",p:66,x:187,y:179,w:705,h:29},
{t:"organization.  ",p:66,x:187,y:208,w:175,h:29},
{t:"The same applies for all the other processes in your ",p:66,x:187,y:267,w:687,h:29},
{t:"organization. ",p:66,x:187,y:296,w:167,h:29},
{t:"The courage to challenge the existing systems, and the ",p:66,x:187,y:355,w:683,h:29},
{t:"people who manage them, is essential to the success of ",p:66,x:187,y:384,w:683,h:29},
{t:"the focus.   ",p:66,x:187,y:414,w:144,h:29},
{t:"Don’t relent on this.  ",p:66,x:187,y:472,w:261,h:29},
{t:"Innovative and flexible systems lead to innovative and ",p:66,x:187,y:531,w:685,h:29},
{t:"flexible outcomes. This may require bold strokes, such ",p:66,x:187,y:560,w:684,h:29},
{t:"as hiring a non-HR type as a manager in charge of ",p:66,x:187,y:590,w:688,h:29},
{t:"creating innovative HR solutions, which need to ",p:66,x:187,y:619,w:698,h:29},
{t:"coexist alongside the standard HR solutions, which ",p:66,x:187,y:648,w:691,h:29},
{t:"you will still need.  ",p:66,x:187,y:678,w:237,h:29},
{t:"Don’t assume that the traditional HR thinking can ",p:66,x:187,y:736,w:690,h:29},
{t:"shift enough to meet the future needs of the ",p:66,x:187,y:766,w:700,h:29},
{t:"organization.  ",p:66,x:187,y:795,w:175,h:29},
{t:"If it does…great.  ",p:66,x:187,y:854,w:215,h:29},
{t:"If not, you need some imaginative solutions, perhaps ",p:66,x:187,y:912,w:687,h:29},
{t:"some new blood.  ",p:66,x:187,y:942,w:219,h:29},
{t:"Maybe a Geoffrey Ballard or two. ",p:66,x:187,y:1000,w:407,h:29},
{t:"The courage to shut things down, phase things out ",p:66,x:187,y:1059,w:671,h:29},
{t:"I believe that the vast majority of people come to work ",p:66,x:187,y:1089,w:684,h:29},
{t:"with the best of intentions.  ",p:66,x:187,y:1118,w:344,h:29},
{t:"They want to do a great job, one that they can be ",p:66,x:187,y:1177,w:689,h:29},
{t:"proud of, be recognized and rewarded properly for, and ",p:66,x:187,y:1206,w:683,h:29},
{t:"have some ownership in…one they can really identify ",p:66,x:187,y:1235,w:686,h:29},
{t:"with.  ",p:66,x:187,y:1265,w:77,h:29},
{t:"And the last part, ownership and identity, is the one ",p:66,x:187,y:1323,w:687,h:29},
{t:"that will cause you the most grief. Because just as ",p:66,x:187,y:1353,w:689,h:29},
{t:"people are getting good at something, when they can ",p:66,x:187,y:1382,w:687,h:29},
{t:"identify what contribution they are making, along ",p:66,x:187,y:1411,w:694,h:29},
{t:"comes a leader with different ideas.  ",p:66,x:187,y:1441,w:448,h:29},
{t:"Lead People…Manage Things  ",p:67,x:187,y:66,w:380,h:40},
{t:"67 ",p:67,x:1060,y:75,w:34,h:30},
{t:"The leader’s ideas may have a lot of merit, even be ",p:67,x:187,y:149,w:689,h:29},
{t:"based on an ‘inescapable logic’, but it hurts like hell to ",p:67,x:187,y:179,w:683,h:29},
{t:"let go of something you have nurtured to life and ",p:67,x:187,y:208,w:692,h:29},
{t:"which is still producing good results, in favor of ",p:67,x:187,y:237,w:694,h:29},
{t:"something that has not yet been created, let alone ",p:67,x:187,y:267,w:690,h:29},
{t:"tested out in the real world.  ",p:67,x:187,y:296,w:354,h:29},
{t:"The solution for you as leader is to set two deadlines, a ",p:67,x:187,y:355,w:683,h:29},
{t:"sunset for the old and a sunrise for the new.  ",p:67,x:187,y:384,w:555,h:29},
{t:"Be specific about these dates, and change them only ",p:67,x:187,y:443,w:686,h:29},
{t:"when it is absolutely necessary. Find a role for ",p:67,x:187,y:472,w:696,h:29},
{t:"everyone in meeting both deadlines. Allow people to ",p:67,x:187,y:502,w:689,h:29},
{t:"mourn the loss of the old, and celebrate the ",p:67,x:187,y:531,w:700,h:29},
{t:"introduction of the new.  ",p:67,x:187,y:560,w:309,h:29},
{t:"There is something really compelling about sunsets ",p:67,x:187,y:619,w:682,h:29},
{t:"and sunrises. Use this not only as a metaphor, but ",p:67,x:187,y:648,w:689,h:29},
{t:"also as a practical tool in creating change.  ",p:67,x:187,y:678,w:531,h:29},
{t:"Send out the message that sunsets can be just as ",p:67,x:187,y:736,w:690,h:29},
{t:"beautiful as sunrises, that eventually the rising sun ",p:67,x:187,y:766,w:688,h:29},
{t:"will also in time set, and then another one will rise in ",p:67,x:187,y:795,w:684,h:29},
{t:"it’s place.  ",p:67,x:187,y:824,w:131,h:29},
{t:"Emphasize that change is a natural phenomena that ",p:67,x:187,y:883,w:687,h:29},
{t:"happens in life cycles. Leading people gracefully and ",p:67,x:187,y:913,w:687,h:29},
{t:"fully through the transition from one cycle to the next ",p:67,x:187,y:942,w:685,h:29},
{t:"is essential to the growth of the organization and the ",p:67,x:187,y:971,w:686,h:29},
{t:"people within it.  ",p:67,x:187,y:1001,w:212,h:29},
{t:"Leading such a transition is simple, but not easy.  ",p:67,x:187,y:1059,w:621,h:29},
{t:"The steps involved in phasing something out or ",p:67,x:187,y:1118,w:696,h:29},
{t:"bringing something new to life can be articulated using ",p:67,x:187,y:1147,w:683,h:29},
{t:"good project management tools.  ",p:67,x:187,y:1177,w:404,h:29},
{t:"But the feelings and emotions that accompany ",p:67,x:187,y:1235,w:701,h:29},
{t:"transitions can at times cloud peoples’ judgment, ",p:67,x:187,y:1265,w:695,h:29},
{t:"cause friction, conflicts, even illness, and which if left ",p:67,x:187,y:1294,w:685,h:29},
{t:"unattended, can leave deep wounds that may never ",p:67,x:187,y:1323,w:689,h:29},
{t:"fully heal.  ",p:67,x:187,y:1353,w:137,h:29},
{t:"For example, mergers and acquisitions that look good ",p:67,x:187,y:1411,w:686,h:29},
{t:"on paper can very often fail miserably, mainly because ",p:67,x:187,y:1441,w:684,h:29},
{t:"Lead People…Manage Things  ",p:68,x:187,y:66,w:380,h:40},
{t:"68 ",p:68,x:1060,y:75,w:34,h:30},
{t:"of a lack of understanding of what it takes to merge ",p:68,x:187,y:149,w:687,h:29},
{t:"two very different organizational cultures. Perhaps ",p:68,x:187,y:179,w:694,h:29},
{t:"both organizations experience losses and the people ",p:68,x:187,y:208,w:689,h:29},
{t:"concerned feel that it is not ‘politically correct’ to talk ",p:68,x:187,y:237,w:685,h:29},
{t:"about their deep feelings and sense of loss, especially ",p:68,x:187,y:267,w:685,h:29},
{t:"with members of the ‘other organization’.  ",p:68,x:187,y:296,w:516,h:29},
{t:"They feel they must always be ‘up’ and sounding ",p:68,x:187,y:355,w:693,h:29},
{t:"positive about the changes, when the real truth is that ",p:68,x:187,y:384,w:683,h:29},
{t:"they have very mixed and confused emotions, and ",p:68,x:187,y:414,w:692,h:29},
{t:"need to be able to sufficiently express them in order to ",p:68,x:187,y:443,w:684,h:29},
{t:"move on and help the organization achieve it’s focus.  ",p:68,x:187,y:472,w:662,h:29},
{t:"Many leaders unwittingly promote this by themselves ",p:68,x:187,y:531,w:687,h:29},
{t:"feeling that they must always show a positive side and ",p:68,x:187,y:560,w:684,h:29},
{t:"appear ‘pumped’ when addressing the troops, rather ",p:68,x:187,y:590,w:688,h:29},
{t:"than showing their authentic selves. They think that to ",p:68,x:187,y:619,w:683,h:29},
{t:"do anything else would be ‘wimpy’, and certainly not ",p:68,x:187,y:648,w:687,h:29},
{t:"courageous leadership!  ",p:68,x:187,y:678,w:298,h:29},
{t:"The opposite is actually true.  ",p:68,x:187,y:736,w:371,h:29},
{t:"Allow people to talk about their losses…this may feel ",p:68,x:187,y:795,w:687,h:29},
{t:"counter-intuitive, but it is essential to the achievement ",p:68,x:187,y:824,w:683,h:29},
{t:"of your focus. Encourage people to express themselves ",p:68,x:187,y:854,w:684,h:29},
{t:"authentically.  ",p:68,x:187,y:883,w:184,h:29},
{t:"Remember, the sun has to set before it can rise again.  ",p:68,x:187,y:942,w:677,h:29},
{t:"This requires a delicate balance.  ",p:68,x:187,y:1000,w:411,h:29},
{t:"You don’t want, nor can you afford to allow people to ",p:68,x:187,y:1059,w:686,h:29},
{t:"wallow and get stuck in mourning their losses. But ",p:68,x:187,y:1089,w:689,h:29},
{t:"you must allow enough time for people to grieve.  ",p:68,x:187,y:1118,w:608,h:29},
{t:"How much is enough? You are going to have to ",p:68,x:187,y:1177,w:694,h:29},
{t:"determine this for yourself.  ",p:68,x:187,y:1206,w:347,h:29},
{t:"But remember one thing…  ",p:68,x:187,y:1265,w:340,h:29},
{t:"To watch a sunset, you have to be facing west. If you ",p:68,x:187,y:1323,w:685,h:29},
{t:"keep facing in that direction, even with the greatest ",p:68,x:187,y:1353,w:688,h:29},
{t:"will and determination, the best view and the most ",p:68,x:187,y:1382,w:689,h:29},
{t:"powerful technology, you still won’t experience a ",p:68,x:187,y:1411,w:697,h:29},
{t:"sunrise.  ",p:68,x:187,y:1441,w:115,h:29},
{t:"Lead People…Manage Things  ",p:69,x:187,y:66,w:380,h:40},
{t:"69 ",p:69,x:1060,y:75,w:34,h:30},
{t:"The trick to moving on is to change direction at the ",p:69,x:187,y:149,w:688,h:29},
{t:"right time, to give people a new vista, a new focus.  ",p:69,x:187,y:179,w:624,h:29},
{t:"And you alone must lead that. ",p:69,x:187,y:238,w:378,h:29},
{t:"Tips for developing courage ",p:69,x:187,y:296,w:368,h:29},
{t:"The following tips will help you to develop the courage ",p:69,x:187,y:326,w:684,h:29},
{t:"necessary to engage your organization in an effective ",p:69,x:187,y:355,w:687,h:29},
{t:"STOP-START-IMPROVE strategy: ",p:69,x:187,y:384,w:411,h:29},
{t:"Believe absolutely and wholeheartedly in your ",p:69,x:187,y:443,w:695,h:29},
{t:"focus. Those opposing you will think twice about ",p:69,x:187,y:472,w:693,h:29},
{t:"attacking your aim, as they know that you will not ",p:69,x:187,y:502,w:689,h:29},
{t:"back down. ",p:69,x:187,y:531,w:148,h:29},
{t:"Engage in vigorous debate on the values ",p:69,x:187,y:590,w:707,h:29},
{t:"underpinning your focus, whenever and as often ",p:69,x:187,y:619,w:689,h:29},
{t:"as possible. This sharpens your intellect, reinforces ",p:69,x:187,y:648,w:688,h:29},
{t:"your values and prepares you for the bigger battles ",p:69,x:187,y:678,w:689,h:29},
{t:"ahead. ",p:69,x:187,y:707,w:90,h:29},
{t:"Defend those who support the focus. You are not in ",p:69,x:187,y:766,w:684,h:29},
{t:"this alone, and developing courage involves defending ",p:69,x:187,y:795,w:685,h:29},
{t:"those who are weaker or in a weaker position than ",p:69,x:187,y:824,w:689,h:29},
{t:"you. ",p:69,x:187,y:854,w:60,h:29},
{t:"Take the necessary time to think things through. ",p:69,x:187,y:912,w:686,h:29},
{t:"Being courageous does not mean ‘storming the hill’. ",p:69,x:187,y:942,w:688,h:29},
{t:"On the contrary, sometimes it takes a lot of courage ",p:69,x:187,y:971,w:687,h:29},
{t:"and nerves of steel to wait things out. Give yourself the ",p:69,x:187,y:1001,w:683,h:29},
{t:"time to make well thought out decisions. ",p:69,x:187,y:1030,w:505,h:29},
{t:"Call on others when you feel cornered. Don’t be ",p:69,x:187,y:1089,w:689,h:29},
{t:"afraid to marshal the forces if the going gets tough. ",p:69,x:187,y:1118,w:633,h:29},
{t:"Lead People…Manage Things  ",p:70,x:187,y:66,w:380,h:40},
{t:"70 ",p:70,x:1060,y:75,w:34,h:30},
{t:"Summary of Key Questions ",p:70,x:187,y:149,w:363,h:29},
{t:"As a way to get you thinking about this on a deeper ",p:70,x:187,y:179,w:687,h:29},
{t:"level, try answering these questions for yourself: ",p:70,x:187,y:208,w:598,h:29},
{t:"• ",p:70,x:225,y:267,w:17,h:30},
{t:"What will it take to achieve o",p:70,x:262,y:268,w:379,h:29},
{t:"ur focus…what will ",p:70,x:626,y:268,w:257,h:29},
{t:"we need to : ",p:70,x:262,y:298,w:140,h:29},
{t:"STOP ",p:70,x:187,y:381,w:79,h:29},
{t:"START ",p:70,x:187,y:675,w:97,h:29},
{t:"IMPROVE ",p:70,x:187,y:968,w:134,h:29},
{t:"Lead People…Manage Things  ",p:71,x:187,y:66,w:380,h:40},
{t:"71 ",p:71,x:1060,y:75,w:34,h:30},
{t:"• ",p:71,x:225,y:149,w:17,h:30},
{t:"How have we handled change in the pa st?  ",p:71,x:262,y:151,w:511,h:29},
{t:"• ",p:71,x:225,y:469,w:17,h:30},
{t:"How should we handle change this time around? ",p:71,x:262,y:471,w:585,h:29},
{t:"• ",p:71,x:225,y:760,w:17,h:30},
{t:"How will we han dle competition and conflict ",p:71,x:262,y:762,w:622,h:29},
{t:"between the two sides of ou",p:71,x:262,y:791,w:381,h:29},
{t:"r organization (the ",p:71,x:630,y:791,w:253,h:29},
{t:"innovators and the controllers)?  ",p:71,x:262,y:820,w:391,h:29},
{t:"How can we show that BOT H are equally essential ",p:71,x:262,y:850,w:615,h:29},
{t:"to our success? ",p:71,x:262,y:879,w:198,h:29},
{t:"• ",p:71,x:225,y:1168,w:17,h:30},
{t:"How will we celebrate our past successes (sunsets",p:71,x:262,y:1170,w:607,h:29},
{t:") ",p:71,x:855,y:1170,w:15,h:29},
{t:"and rejoice in our new directions (sunrises)? ",p:71,x:262,y:1199,w:527,h:29},
{t:"Lead People…Manage Things  ",p:72,x:187,y:66,w:380,h:40},
{t:"72 ",p:72,x:1060,y:75,w:34,h:30},
{t:"• ",p:72,x:225,y:149,w:17,h:30},
{t:"How will we handle p eople who decide tha",p:72,x:262,y:151,w:505,h:29},
{t:"t they no ",p:72,x:758,y:151,w:112,h:29},
{t:"longer want to be part of our organization ?  ",p:72,x:262,y:180,w:516,h:29},
{t:"What overriding h uman values need to be ",p:72,x:262,y:210,w:634,h:29},
{t:"uppermost in our minds if we decide to part ",p:72,x:262,y:239,w:641,h:29},
{t:"company? ",p:72,x:262,y:268,w:132,h:29},
{t:"• ",p:72,x:225,y:822,w:17,h:30},
{t:"What must I as a leader personally do in order to ",p:72,x:262,y:823,w:618,h:29},
{t:"lead by example? What personal beh",p:72,x:262,y:853,w:459,h:29},
{t:"aviors must I ",p:72,x:704,y:853,w:174,h:29},
{t:"Stop/Start/Improve? ",p:72,x:262,y:882,w:266,h:29},
{t:"Lead People…Manage Things  ",p:73,x:187,y:66,w:380,h:40},
{t:"73 ",p:73,x:1060,y:75,w:34,h:30},
{t:"A final note on COURAGE ",p:73,x:187,y:149,w:342,h:29},
{t:"Being committed to moving forward towards your ",p:73,x:187,y:179,w:694,h:29},
{t:"focus is not mandatory. Neither, as W. Edwards ",p:73,x:187,y:208,w:695,h:29},
{t:"Deming said, is survival.  ",p:73,x:187,y:237,w:317,h:29},
{t:"It’s a matter of personal choice.  ",p:73,x:187,y:296,w:400,h:29},
{t:"Katherine Hathaway put it quite well when she said: ",p:73,x:187,y:355,w:648,h:29},
{t:"“If you let your fear of consequence prevent you from ",p:73,x:187,y:414,w:687,h:29},
{t:"following your deepest instinct, your life will be safe, ",p:73,x:187,y:443,w:688,h:29},
{t:"expedient and thin.”  ",p:73,x:187,y:472,w:258,h:29},
{t:"I have known some people in leadership positions who ",p:73,x:187,y:531,w:684,h:29},
{t:"have led such ‘safe, expedient and thin’ lives, and who ",p:73,x:187,y:560,w:684,h:29},
{t:"always seemed to be struggling to understand why ",p:73,x:187,y:590,w:691,h:29},
{t:"they were not recognized as a great leader. ",p:73,x:187,y:619,w:528,h:29},
{t:"Truly focused, authentic, courageous leaders show, ",p:73,x:187,y:678,w:692,h:29},
{t:"through their personal example, that leading is a ",p:73,x:187,y:707,w:695,h:29},
{t:"decision they have made, not something that was ",p:73,x:187,y:736,w:692,h:29},
{t:"bestowed on them as a title because of past ",p:73,x:187,y:766,w:700,h:29},
{t:"accomplishments or future potential.  ",p:73,x:187,y:795,w:469,h:29},
{t:"Mahatma Gandhi captured the true essence of ",p:73,x:187,y:854,w:700,h:29},
{t:"courageous leadership when he said:  ",p:73,x:187,y:883,w:468,h:29},
{t:"\"You must be the change you wish to see in the world.\"  ",p:73,x:187,y:942,w:674,h:29},
{t:"If you want the world to be a better place to live in, ",p:73,x:187,y:1001,w:687,h:29},
{t:"and you have the courage to change it, you will need ",p:73,x:187,y:1030,w:686,h:29},
{t:"plenty of other people on your side, which brings us on ",p:73,x:187,y:1059,w:683,h:29},
{t:"to the next chapter… ",p:73,x:187,y:1089,w:265,h:29},
{t:"See the bibliography section for more references on ",p:73,x:187,y:1180,w:690,h:29},
{t:"Courage. ",p:73,x:187,y:1209,w:117,h:29},
{t:"  ",p:73,x:187,y:1268,w:15,h:29},
{t:"Lead People…Manage Things  ",p:74,x:187,y:66,w:380,h:40},
{t:"74 ",p:74,x:1060,y:75,w:34,h:30},
{t:"Empathy: ",p:74,x:187,y:444,w:291,h:63},
{t:"Making Conversation  ",p:74,x:187,y:508,w:634,h:63},
{t:"a Core Competency ",p:74,x:187,y:572,w:568,h:63},
{t:"“Prophets grow in stature as people res pond to their ",p:74,x:187,y:699,w:603,h:29},
{t:"message. If their early attempts are ignored or spurned, ",p:74,x:187,y:728,w:650,h:29},
{t:"their talent may wither away”  ",p:74,x:187,y:757,w:360,h:29},
{t:"– Robert K. Greenleaf, ‘The Servant as Leader’ ",p:74,x:187,y:812,w:537,h:29},
{t:"Focus of this chapter: The ability to understand others, to value ",p:74,x:187,y:925,w:684,h:24},
{t:"their input, to take the time to listen even in the midst of fast ",p:74,x:187,y:949,w:685,h:24},
{t:"change and furious action, and to capitalize on that input. To ",p:74,x:187,y:974,w:686,h:24},
{t:"value diversity and to walk a mile in the other person’s shoes. ",p:74,x:187,y:999,w:635,h:24},
{t:"Slow down and listen ",p:74,x:187,y:1085,w:284,h:29},
{t:"Listen up.  ",p:74,x:187,y:1114,w:149,h:48},
{t:"Most of us have difficulty in really listening. Although ",p:74,x:187,y:1192,w:685,h:29},
{t:"we live in a technology driven world, where the ",p:74,x:187,y:1222,w:696,h:29},
{t:"promise of faster, easier and better quality ",p:74,x:187,y:1251,w:709,h:29},
{t:"communications is made daily, the reality is that this ",p:74,x:187,y:1280,w:685,h:29},
{t:"outcome remains as elusive as ever.  ",p:74,x:187,y:1310,w:456,h:29},
{t:"Our span of attention has dwindled to  ‘point & click’. ",p:74,x:187,y:1368,w:684,h:29},
{t:"(If you don’t believe this, try waiting for a computer ",p:74,x:187,y:1398,w:688,h:29},
{t:"program or a web site to load, and measure your ",p:74,x:187,y:1427,w:692,h:29},
{t:"frustration if it takes longer than 10 seconds.)  ",p:74,x:187,y:1457,w:578,h:29},
{t:"Lead People…Manage Things  ",p:75,x:187,y:66,w:380,h:40},
{t:"75 ",p:75,x:1060,y:75,w:34,h:30},
{t:"Organizations of all types, profit, non-profit, ",p:75,x:187,y:208,w:710,h:29},
{t:"government, non-government have been caught in this ",p:75,x:187,y:237,w:683,h:29},
{t:"‘faster is better’ myth.  After all, speed is something ",p:75,x:187,y:267,w:688,h:29},
{t:"tangible, something you can measure objectively.  ",p:75,x:187,y:296,w:617,h:29},
{t:"In addition to cost, speed as a measure of corporate ",p:75,x:187,y:355,w:687,h:29},
{t:"performance has in many instances won out over ",p:75,x:187,y:384,w:693,h:29},
{t:"quality. The latter, because of difficulty in measuring it ",p:75,x:187,y:414,w:683,h:29},
{t:"‘objectively’, in many cases has been given lip service ",p:75,x:187,y:443,w:686,h:29},
{t:"and the inevitable kiss-off. ",p:75,x:187,y:472,w:332,h:29},
{t:"Recommended Reading ",p:75,x:187,y:534,w:244,h:24},
{t:"The importance of listening was emphasized by Bill Pollard, ",p:75,x:187,y:558,w:690,h:24},
{t:"Chairman of The ServiceMaster Company, in his book “The Soul ",p:75,x:187,y:583,w:683,h:24},
{t:"of the Firm”, w hen h e s aid “ How d o y ou g et p eople t o t ake ",p:75,x:187,y:607,w:681,h:24},
{t:"initiative, to grow and develop, to treat the company as if it were ",p:75,x:187,y:632,w:683,h:24},
{t:"theirs? Obviously, you have to provide a compensation package ",p:75,x:187,y:656,w:685,h:24},
{t:"that is fair and competitive, but any firm can do that. You also ",p:75,x:187,y:681,w:684,h:24},
{t:"have to pay attention. You listen to your employees, get to know ",p:75,x:187,y:705,w:683,h:24},
{t:"them, find out what makes them tick, and then help them reach ",p:75,x:187,y:730,w:683,h:24},
{t:"their goals.” ",p:75,x:187,y:754,w:128,h:24},
{t:"This heavy accent on speed does not allow us to slow ",p:75,x:187,y:811,w:685,h:29},
{t:"down long enough to catch what another person might ",p:75,x:187,y:840,w:683,h:29},
{t:"be trying to tell us.  ",p:75,x:187,y:870,w:247,h:29},
{t:"In the next chapter we will cover the topic of ‘timing’, ",p:75,x:187,y:928,w:685,h:29},
{t:"which is altogether different from ‘speed; but we ",p:75,x:187,y:958,w:695,h:29},
{t:"sometimes get the two mixed up. In this chapter, we ",p:75,x:187,y:987,w:687,h:29},
{t:"will focus our attention on how to slow things down ",p:75,x:187,y:1017,w:688,h:29},
{t:"sufficiently to make intelligent and focused ",p:75,x:187,y:1046,w:712,h:29},
{t:"discussions a core competency for you and your ",p:75,x:187,y:1075,w:695,h:29},
{t:"organization, and in so doing strengthen the ",p:75,x:187,y:1105,w:705,h:29},
{t:"relationships that exist between people and between ",p:75,x:187,y:1134,w:689,h:29},
{t:"ideas.  ",p:75,x:187,y:1163,w:87,h:29},
{t:"The art of conversation can become a major ",p:75,x:187,y:1222,w:703,h:29},
{t:"competitive advantage for you. ",p:75,x:187,y:1251,w:381,h:29},
{t:"How good are you at conversation? ",p:75,x:187,y:1310,w:467,h:29},
{t:"Imagine the following scenario. You are at a party, and ",p:75,x:187,y:1339,w:683,h:29},
{t:"are engaged in a conversation that is really ",p:75,x:187,y:1369,w:704,h:29},
{t:"stimulating.  ",p:75,x:187,y:1398,w:163,h:29},
{t:"Lead People…Manage Things  ",p:76,x:187,y:66,w:380,h:40},
{t:"76 ",p:76,x:1060,y:75,w:34,h:30},
{t:"Not a heavy intellectual debate, just a conversation ",p:76,x:187,y:149,w:690,h:29},
{t:"about a topic for which you have a point of view, an ",p:76,x:187,y:179,w:687,h:29},
{t:"interest in.  ",p:76,x:187,y:208,w:149,h:29},
{t:"You notice that other groups at the party are looking ",p:76,x:187,y:267,w:686,h:29},
{t:"in the direction of your group, some in an apparently ",p:76,x:187,y:296,w:686,h:29},
{t:"envious way. They may even be contemplating joining ",p:76,x:187,y:326,w:685,h:29},
{t:"your fun group.  ",p:76,x:187,y:355,w:208,h:29},
{t:"Just then the host pops her head in and says “Stop ",p:76,x:187,y:414,w:687,h:29},
{t:"having so much fun, you’re making us all jealous!”  ",p:76,x:187,y:443,w:636,h:29},
{t:"Then suddenly it hits you.  ",p:76,x:187,y:502,w:336,h:29},
{t:"Why can’t all conversations be like this? Why can’t I ",p:76,x:187,y:560,w:687,h:29},
{t:"have conversations like this ALL THE TIME at work, ",p:76,x:187,y:590,w:687,h:29},
{t:"instead of those interminable meetings that get ",p:76,x:187,y:619,w:699,h:29},
{t:"nowhere and seem to take on a life of their own?  ",p:76,x:187,y:648,w:608,h:29},
{t:"How to have quality conversations ",p:76,x:187,y:707,w:459,h:29},
{t:"When was the last time you had a really good ",p:76,x:187,y:736,w:695,h:29},
{t:"conversation with someone?  ",p:76,x:187,y:766,w:361,h:29},
{t:"Hold on a minute…before you answer that, here are ",p:76,x:187,y:824,w:688,h:29},
{t:"some conditions that would need to be met in order for ",p:76,x:187,y:854,w:683,h:29},
{t:"that conversation to be “good”… ",p:76,x:187,y:883,w:399,h:29},
{t:"• ",p:76,x:225,y:942,w:18,h:30},
{t:"No phone calls, no background noise, ",p:76,x:262,y:943,w:468,h:29},
{t:"uninterrupted time, no preoccupation ",p:76,x:262,y:973,w:470,h:29},
{t:"• ",p:76,x:225,y:1002,w:18,h:30},
{t:"Open agenda ",p:76,x:262,y:1004,w:168,h:29},
{t:"• ",p:76,x:225,y:1033,w:18,h:30},
{t:"Descriptive versus evaluative discussion (i.e. ",p:76,x:262,y:1035,w:552,h:29},
{t:"non-judgmental disclosure of thoughts and ",p:76,x:262,y:1064,w:537,h:29},
{t:"feelings) ",p:76,x:262,y:1093,w:107,h:29},
{t:"• ",p:76,x:225,y:1123,w:18,h:30},
{t:"Acknowledgement of equal status of participants ",p:76,x:262,y:1124,w:603,h:29},
{t:"during the conversation ",p:76,x:262,y:1153,w:299,h:29},
{t:"• ",p:76,x:225,y:1183,w:18,h:30},
{t:"Problem orientated versus controlling ",p:76,x:262,y:1184,w:466,h:29},
{t:"• ",p:76,x:225,y:1214,w:18,h:30},
{t:"Spontaneous, rather than strategic ",p:76,x:262,y:1215,w:437,h:29},
{t:"• ",p:76,x:225,y:1245,w:18,h:30},
{t:"Empathic versus neutral ",p:76,x:262,y:1246,w:311,h:29},
{t:"• ",p:76,x:225,y:1276,w:18,h:30},
{t:"Active listening (e.g. avoidance of too much ",p:76,x:262,y:1277,w:534,h:29},
{t:"internal dialogue) ",p:76,x:262,y:1306,w:222,h:29},
{t:"Now, answer that question.  ",p:76,x:187,y:1365,w:350,h:29},
{t:"Are you surprised by your answer? It seems that in the ",p:76,x:187,y:1424,w:683,h:29},
{t:"rapid pace of our times and the nature of ",p:76,x:187,y:1453,w:704,h:29},
{t:"Lead People…Manage Things  ",p:77,x:187,y:66,w:380,h:40},
{t:"77 ",p:77,x:1060,y:75,w:34,h:30},
{t:"organizational life, we may have lost, or misplaced, the ",p:77,x:187,y:149,w:683,h:29},
{t:"simple art of conversation. ",p:77,x:187,y:179,w:332,h:29},
{t:"If you were to ask leaders or members of a team where ",p:77,x:187,y:237,w:683,h:29},
{t:"the barriers are within their work place, the response ",p:77,x:187,y:267,w:685,h:29},
{t:"you would likely get would be related to the lack of ",p:77,x:187,y:296,w:688,h:29},
{t:"processes within the organization to improve the ",p:77,x:187,y:326,w:696,h:29},
{t:"quality and effectiveness of communication. ",p:77,x:187,y:355,w:544,h:29},
{t:"Bringing the art of conversation back into your work ",p:77,x:187,y:414,w:687,h:29},
{t:"life might be the answer! ",p:77,x:187,y:443,w:309,h:29},
{t:"So, how do you do it? ",p:77,x:187,y:502,w:270,h:29},
{t:"Conversational forms can range on a continuum from ",p:77,x:187,y:560,w:686,h:29},
{t:"Conflict Avoidance to Open Conflict to Exploratory ",p:77,x:187,y:590,w:692,h:29},
{t:"Dialogue to Agreement/Closure.  ",p:77,x:187,y:619,w:409,h:29},
{t:"Any conversation can progress or regress on this ",p:77,x:187,y:678,w:694,h:29},
{t:"continuum (see below). ",p:77,x:187,y:707,w:290,h:29},
{t:"Let’s put this into a real world context for a moment…  ",p:77,x:187,y:1148,w:678,h:29},
{t:"Which form would have been demonstrated in the last ",p:77,x:187,y:1207,w:684,h:29},
{t:"federal election?  ",p:77,x:187,y:1236,w:214,h:29},
{t:"How about the conflict in Palestine?  ",p:77,x:187,y:1295,w:455,h:29},
{t:"How about the Enron debacle and the refusal of some ",p:77,x:187,y:1354,w:684,h:29},
{t:"parties to testify?  ",p:77,x:187,y:1383,w:227,h:29},
{t:"Lead People…Manage Things  ",p:78,x:187,y:66,w:380,h:40},
{t:"78 ",p:78,x:1060,y:75,w:34,h:30},
{t:"Do these situations sound more like Conflict ",p:78,x:187,y:149,w:704,h:29},
{t:"Avoidance or Open Conflict than Exploratory Dialogue ",p:78,x:187,y:179,w:685,h:29},
{t:"or Agreement/Closure?  ",p:78,x:187,y:208,w:301,h:29},
{t:"No doubt the former, for the most part.  ",p:78,x:187,y:267,w:494,h:29},
{t:"Now what about the last discussion you had with a ",p:78,x:187,y:326,w:688,h:29},
{t:"staff member? Where would you place that on the ",p:78,x:187,y:355,w:691,h:29},
{t:"continuum? ",p:78,x:187,y:384,w:156,h:29},
{t:"As individuals move from left to right along the ",p:78,x:187,y:443,w:696,h:29},
{t:"continuum, the conversation becomes more attuned to ",p:78,x:187,y:472,w:683,h:29},
{t:"a shared meaning of reality.  ",p:78,x:187,y:502,w:357,h:29},
{t:"To engage people in exploratory dialogue, you need to ",p:78,x:187,y:560,w:685,h:29},
{t:"move away from the traditional form of discussion in ",p:78,x:187,y:590,w:686,h:29},
{t:"which you may orient yourself around advocating ",p:78,x:187,y:619,w:694,h:29},
{t:"(your own point of view), towards a balance between ",p:78,x:187,y:648,w:687,h:29},
{t:"advocating and inquiring (about the other person’s ",p:78,x:187,y:678,w:692,h:29},
{t:"perspective).  ",p:78,x:187,y:707,w:168,h:29},
{t:"You then have a greater understanding of the ",p:78,x:187,y:766,w:700,h:29},
{t:"reasoning and assumptions behind both points of ",p:78,x:187,y:795,w:694,h:29},
{t:"view. ",p:78,x:187,y:824,w:69,h:29},
{t:"Moving into agreement/closure goes one step further…  ",p:78,x:187,y:883,w:689,h:29},
{t:"You need to judge when the timing is right (more on ",p:78,x:187,y:942,w:687,h:29},
{t:"this in the next chapter), and determine if there is ",p:78,x:187,y:971,w:690,h:29},
{t:"enough ground to reach a consensus, while avoiding ",p:78,x:187,y:1000,w:687,h:29},
{t:"false consensus, or a ‘forced’ solution. You need to ",p:78,x:187,y:1030,w:690,h:29},
{t:"walk in the other person’s shoes, while at the same ",p:78,x:187,y:1059,w:688,h:29},
{t:"time avoiding the tendency to shoe horn your thinking ",p:78,x:187,y:1089,w:684,h:29},
{t:"into their shoes!  ",p:78,x:187,y:1118,w:214,h:29},
{t:"Both forms of conversation, advocating or inquiring, ",p:78,x:187,y:1177,w:689,h:29},
{t:"are useful, depending on the circumstances and the ",p:78,x:187,y:1206,w:687,h:29},
{t:"intent of the discussion.  ",p:78,x:187,y:1235,w:311,h:29},
{t:"Exploratory dialogue (inquiring) is useful when you ",p:78,x:187,y:1294,w:691,h:29},
{t:"and your team want to explore, to discover or to gain ",p:78,x:187,y:1323,w:685,h:29},
{t:"insight (divergent thinking). It is used to improve the ",p:78,x:187,y:1353,w:687,h:29},
{t:"quality of collective thinking and interacting. ",p:78,x:187,y:1382,w:709,h:29},
{t:"Alignment improves as your group sees how their work ",p:78,x:187,y:1411,w:683,h:29},
{t:"fits into a larger whole.  ",p:78,x:187,y:1441,w:297,h:29},
{t:"Lead People…Manage Things  ",p:79,x:187,y:66,w:380,h:40},
{t:"79 ",p:79,x:1060,y:75,w:34,h:30},
{t:"In Agreement/Closure, (mostly advocating) you and ",p:79,x:187,y:149,w:691,h:29},
{t:"the team intend to come to some closure, to make a ",p:79,x:187,y:179,w:687,h:29},
{t:"decision, to reach agreement or to identify priorities. ",p:79,x:187,y:208,w:688,h:29},
{t:"The discussion is more focused on tasks and the ",p:79,x:187,y:237,w:692,h:29},
{t:"group’s thinking coming together (convergent ",p:79,x:187,y:267,w:713,h:29},
{t:"thinking). ",p:79,x:187,y:296,w:126,h:29},
{t:"There are a number of useful approaches or ",p:79,x:187,y:355,w:702,h:29},
{t:"techniques that can be used to practice these ",p:79,x:187,y:384,w:700,h:29},
{t:"conversational skills, one of which we shall discuss in ",p:79,x:187,y:414,w:685,h:29},
{t:"the next section. ",p:79,x:187,y:443,w:210,h:29},
{t:"Give people space and time to think ",p:79,x:187,y:502,w:480,h:29},
{t:"Talk to most people and they would agree with you ",p:79,x:187,y:531,w:688,h:29},
{t:"that more time is lost annually in poorly run meetings ",p:79,x:187,y:560,w:684,h:29},
{t:"than in strikes, downtime, travel, injuries, illness or ",p:79,x:187,y:590,w:688,h:29},
{t:"any other causes that you can care to think of. The ",p:79,x:187,y:619,w:687,h:29},
{t:"only problem is, lost time due to poorly run meetings ",p:79,x:187,y:648,w:686,h:29},
{t:"is unaccounted for. ",p:79,x:187,y:678,w:245,h:29},
{t:"There are many tools for running effective meetings, ",p:79,x:187,y:736,w:688,h:29},
{t:"yet most of them are so badly integrated into meeting ",p:79,x:187,y:766,w:685,h:29},
{t:"processes, that they only result in worsening the ",p:79,x:187,y:795,w:694,h:29},
{t:"situation. ",p:79,x:187,y:824,w:125,h:29},
{t:"Recommended Reading ",p:79,x:187,y:886,w:244,h:24},
{t:"Author and consultant Harrison Owen felt compelled to write ",p:79,x:187,y:911,w:688,h:24},
{t:"about his experiences in facilitating meetings, when he discovered ",p:79,x:187,y:935,w:681,h:24},
{t:"that, at conferences he attended, some of the best conversations ",p:79,x:187,y:959,w:683,h:24},
{t:"were heard at the coffee breaks. This got him thinking. What if a ",p:79,x:187,y:984,w:683,h:24},
{t:"meeting was organized in such a way that it gave people enough ",p:79,x:187,y:1008,w:683,h:24},
{t:"space to take charge, arrange their own agenda, and form natural ",p:79,x:187,y:1033,w:682,h:24},
{t:"groups based on what they wanted to discuss, not what the ",p:79,x:187,y:1057,w:688,h:24},
{t:"meeting conveners, facilitators, consultants and experts wanted ",p:79,x:187,y:1082,w:685,h:24},
{t:"them to discuss. Thus was born ‘Open Space’, a breakthrough ",p:79,x:187,y:1106,w:685,h:24},
{t:"approach to meetings that actually works, (unless the leader has ",p:79,x:187,y:1131,w:683,h:24},
{t:"a need for ‘control’ that pushes him or her in the direction of ",p:79,x:187,y:1155,w:686,h:24},
{t:"being ‘always in charge’, which kills spontaneity. Time is money, ",p:79,x:187,y:1180,w:683,h:24},
{t:"right?) ",p:79,x:187,y:1204,w:72,h:24},
{t:"That was the case until \"Open Space\" was developed. This ",p:79,x:187,y:1253,w:691,h:24},
{t:"approach to meeting management (if it could be called that) was ",p:79,x:187,y:1277,w:683,h:24},
{t:"first pioneered by Owen, who has written two books on the ",p:79,x:187,y:1302,w:689,h:24},
{t:"subject (see Bibliography). Simply stated, this approach is based ",p:79,x:187,y:1326,w:683,h:24},
{t:"on the belief (and it turns out a true one at that), that people who ",p:79,x:187,y:1351,w:682,h:24},
{t:"voluntarily attend meetings, will do whatever it takes to make ",p:79,x:187,y:1375,w:686,h:24},
{t:"them work. At the same time, those who are \"press-ganged\" into ",p:79,x:187,y:1400,w:684,h:24},
{t:"attending will in many cases work to defeat the meeting purpose. ",p:79,x:187,y:1424,w:669,h:24},
{t:"Lead People…Manage Things  ",p:80,x:187,y:66,w:380,h:40},
{t:"80 ",p:80,x:1060,y:75,w:34,h:30},
{t:"In running an Open Space style of meeting, there are ",p:80,x:187,y:179,w:686,h:29},
{t:"no ground rules. You could be forgiven for thinking ",p:80,x:187,y:208,w:689,h:29},
{t:"that this would create a recipe for meeting madness ",p:80,x:187,y:237,w:688,h:29},
{t:"(especially if you have ever attended a Toastmasters ",p:80,x:187,y:267,w:688,h:29},
{t:"meeting!).  ",p:80,x:187,y:296,w:135,h:29},
{t:"Not so.  ",p:80,x:187,y:355,w:101,h:29},
{t:"The approach uses what's known as the Four ",p:80,x:187,y:414,w:699,h:29},
{t:"Principles, One Law and Two Engines, and it works! It ",p:80,x:187,y:443,w:685,h:29},
{t:"draws its power from the fact that all groups, if left ",p:80,x:187,y:472,w:688,h:29},
{t:"alone, will become largely self-organizing, if they have ",p:80,x:187,y:502,w:685,h:29},
{t:"a focus and only if they are allowed to be. ",p:80,x:187,y:531,w:515,h:29},
{t:"The Four Principles ",p:80,x:187,y:590,w:236,h:29},
{t:"These are:  ",p:80,x:187,y:619,w:141,h:29},
{t:"Whoever is present are the right people  ",p:80,x:187,y:648,w:494,h:29},
{t:"Whatever happens is the only thing that could have  ",p:80,x:187,y:678,w:647,h:29},
{t:"Whenever it starts is the right time  ",p:80,x:187,y:707,w:442,h:29},
{t:"When it's over, it's over  ",p:80,x:187,y:736,w:299,h:29},
{t:"The One Law ",p:80,x:187,y:795,w:166,h:29},
{t:"(or the Law of Two Feet) ",p:80,x:187,y:824,w:298,h:29},
{t:"During the course of the meeting, any person who ",p:80,x:187,y:854,w:690,h:29},
{t:"finds him or herself in a situation where they are ",p:80,x:187,y:883,w:691,h:29},
{t:"neither learning nor contributing, they must use their ",p:80,x:187,y:912,w:685,h:29},
{t:"two feet and go to some more productive place ",p:80,x:187,y:942,w:573,h:29},
{t:"The Two Engines ",p:80,x:187,y:1000,w:212,h:29},
{t:"These are:  ",p:80,x:187,y:1030,w:141,h:29},
{t:"Passion for the issue, bounded by the Responsibility to ",p:80,x:187,y:1059,w:683,h:29},
{t:"search for and find solutions ",p:80,x:187,y:1089,w:360,h:29},
{t:"  ",p:80,x:187,y:1118,w:15,h:29},
{t:"As a meeting facilitator, I was recently challenged (at ",p:80,x:187,y:1147,w:686,h:29},
{t:"short notice) to facilitate a meeting of 200+ delegates ",p:80,x:187,y:1177,w:686,h:29},
{t:"to a conference, during which the possibility of conflict ",p:80,x:187,y:1206,w:683,h:29},
{t:"was relatively high. I chose to use the above elements ",p:80,x:187,y:1235,w:685,h:29},
{t:"of Open Space, in order to give the delegates the ",p:80,x:187,y:1265,w:692,h:29},
{t:"opportunity to 'step up to the plate', take responsibility ",p:80,x:187,y:1294,w:683,h:29},
{t:"and make things work. My role was to 'open' the space ",p:80,x:187,y:1323,w:683,h:29},
{t:"for them and then to keep it open. They didn’t let me ",p:80,x:187,y:1353,w:686,h:29},
{t:"down. The conference was a great success. ",p:80,x:187,y:1382,w:531,h:29},
{t:"Open Space is an effective, economical, fast, and easily ",p:80,x:187,y:1441,w:683,h:29},
{t:"Lead People…Manage Things  ",p:81,x:187,y:66,w:380,h:40},
{t:"81 ",p:81,x:1060,y:75,w:34,h:30},
{t:"repeatable strategy for organizing meetings large and ",p:81,x:187,y:149,w:687,h:29},
{t:"small. ",p:81,x:187,y:179,w:82,h:29},
{t:"This apparently unstructured approach to ‘managing’ ",p:81,x:187,y:237,w:686,h:29},
{t:"meetings has been used globally with groups ranging ",p:81,x:187,y:267,w:686,h:29},
{t:"in size from 5 to 1,000. The participants leave the ",p:81,x:187,y:296,w:690,h:29},
{t:"meeting with a printed account (aka report) of the ",p:81,x:187,y:326,w:691,h:29},
{t:"discussions, and a passion to make the findings work.   ",p:81,x:187,y:355,w:689,h:29},
{t:"Why does an approach like this work? I feel the ",p:81,x:187,y:414,w:693,h:29},
{t:"characteristics that are evident are as follows: ",p:81,x:187,y:443,w:569,h:29},
{t:"Spontaneity ",p:81,x:187,y:502,w:167,h:29},
{t:"Not having a preset agenda (the participants create ",p:81,x:187,y:531,w:690,h:29},
{t:"one at the beginning) allows for an early exchange of ",p:81,x:187,y:560,w:686,h:29},
{t:"information between the participants, and the ",p:81,x:187,y:590,w:705,h:29},
{t:"spontaneous kick-start of open dialogue ",p:81,x:187,y:619,w:499,h:29},
{t:"Control ",p:81,x:187,y:678,w:106,h:29},
{t:"Participants do not feel ‘corralled’ by someone else’s ",p:81,x:187,y:707,w:688,h:29},
{t:"agenda, and therefore take control themselves, within ",p:81,x:187,y:736,w:686,h:29},
{t:"the context of the topic ",p:81,x:187,y:766,w:289,h:29},
{t:"Spirit of Inquiry ",p:81,x:187,y:824,w:219,h:29},
{t:"Opening up enough space for people to talk about ",p:81,x:187,y:854,w:691,h:29},
{t:"what interests them plays to peoples’ natural curiosity, ",p:81,x:187,y:883,w:683,h:29},
{t:"and promotes a balance between advocacy and ",p:81,x:187,y:912,w:699,h:29},
{t:"inquiry. It inspires people to open up space for each ",p:81,x:187,y:942,w:687,h:29},
{t:"other, and to engage in dialogue that explores that ",p:81,x:187,y:971,w:690,h:29},
{t:"space. ",p:81,x:187,y:1000,w:85,h:29},
{t:"Outcomes ",p:81,x:187,y:1059,w:139,h:29},
{t:"How people use their time is up to them, but the need ",p:81,x:187,y:1089,w:684,h:29},
{t:"to produce a report, a tangible outcome at the end, ",p:81,x:187,y:1118,w:688,h:29},
{t:"drives people towards closure.  ",p:81,x:187,y:1147,w:385,h:29},
{t:"What does this have to do with empathy, the subject of ",p:81,x:187,y:1206,w:683,h:29},
{t:"this chapter?  ",p:81,x:187,y:1235,w:177,h:29},
{t:"An empathic leader knows that adopting these ",p:81,x:187,y:1294,w:700,h:29},
{t:"conversational characteristics can act as a ",p:81,x:187,y:1323,w:714,h:29},
{t:"counterbalance to the notion that the leader’s passion ",p:81,x:187,y:1353,w:685,h:29},
{t:"for his or her focus might translate into or be ",p:81,x:187,y:1382,w:695,h:29},
{t:"perceived as an autocratic command and control style ",p:81,x:187,y:1411,w:684,h:29},
{t:"of leadership.  ",p:81,x:187,y:1441,w:181,h:29},
{t:"Lead People…Manage Things  ",p:82,x:187,y:66,w:380,h:40},
{t:"82 ",p:82,x:1060,y:75,w:34,h:30},
{t:"Although as a leader you need to be passionate about ",p:82,x:187,y:149,w:685,h:29},
{t:"your focus, you also need to be just as passionate ",p:82,x:187,y:179,w:690,h:29},
{t:"about giving people the space and time to relate to you ",p:82,x:187,y:208,w:683,h:29},
{t:"and others, to think, experiment, learn, grow and ",p:82,x:187,y:237,w:693,h:29},
{t:"develop.  ",p:82,x:187,y:267,w:115,h:29},
{t:"This interest in people is not altruistic.  ",p:82,x:187,y:326,w:490,h:29},
{t:"That would be sympathy, not empathy. It is a ",p:82,x:187,y:384,w:697,h:29},
{t:"reflection of the value that you as a leader place in ",p:82,x:187,y:414,w:688,h:29},
{t:"people and what they can offer.  ",p:82,x:187,y:443,w:399,h:29},
{t:"The attitude that people have towards your ",p:82,x:187,y:502,w:707,h:29},
{t:"organization is in large part a reflection of what they ",p:82,x:187,y:531,w:687,h:29},
{t:"value in the purpose of the organization, the role they ",p:82,x:187,y:560,w:685,h:29},
{t:"play and what they can expect in return.  ",p:82,x:187,y:590,w:511,h:29},
{t:"In many ways it is a new contract for a new era.  ",p:82,x:187,y:648,w:602,h:29},
{t:"The old type of ‘employment contract’ was attuned ",p:82,x:187,y:707,w:691,h:29},
{t:"towards a different set of economic and societal ",p:82,x:187,y:736,w:696,h:29},
{t:"circumstances, for a different era. The word employee ",p:82,x:187,y:766,w:685,h:29},
{t:"has as its root ‘employ’ which means ‘to use’, whereas ",p:82,x:187,y:795,w:685,h:29},
{t:"the new contract is fundamentally different.  ",p:82,x:187,y:824,w:552,h:29},
{t:"It emphasizes the relationship that an organization has ",p:82,x:187,y:883,w:683,h:29},
{t:"with people as its greatest asset, not the people. After ",p:82,x:187,y:912,w:686,h:29},
{t:"all, an asset is something you own, a ‘thing’, ",p:82,x:187,y:942,w:699,h:29},
{t:"something you manage and can dispose of in whatever ",p:82,x:187,y:971,w:683,h:29},
{t:"way you wish.  ",p:82,x:187,y:1001,w:188,h:29},
{t:"People therefore are not ‘assets’ to be used; rather the ",p:82,x:187,y:1059,w:684,h:29},
{t:"relationship that you have with people is your greatest ",p:82,x:187,y:1089,w:684,h:29},
{t:"asset. This is a fundamental point in your development ",p:82,x:187,y:1118,w:683,h:29},
{t:"as a leader. Treat people as ‘assets’, and you ",p:82,x:187,y:1147,w:699,h:29},
{t:"dehumanize them.  ",p:82,x:187,y:1177,w:243,h:29},
{t:"You need to build relationships through ",p:82,x:187,y:1235,w:719,h:29},
{t:"understanding people, as Bill Pollard said: “getting to ",p:82,x:187,y:1265,w:686,h:29},
{t:"know them, finding out what makes them tick, and ",p:82,x:187,y:1294,w:688,h:29},
{t:"then helping them reach their goals.”  ",p:82,x:187,y:1323,w:470,h:29},
{t:"And you can only do that through active listening. ",p:82,x:187,y:1382,w:621,h:29},
{t:"Lead People…Manage Things  ",p:83,x:187,y:66,w:380,h:40},
{t:"83 ",p:83,x:1060,y:75,w:34,h:30},
{t:"When teams don’t listen ",p:83,x:187,y:149,w:326,h:29},
{t:"Active listening, moving along in the right direction on ",p:83,x:187,y:179,w:684,h:29},
{t:"the conversational continuum, gaining a better ",p:83,x:187,y:208,w:703,h:29},
{t:"understanding of each other and achieving closure are ",p:83,x:187,y:237,w:684,h:29},
{t:"essential ingredients for team success.  ",p:83,x:187,y:267,w:488,h:29},
{t:"But many teams stall and even regress on this ",p:83,x:187,y:326,w:696,h:29},
{t:"continuum. Conflict avoidance is more evident than ",p:83,x:187,y:355,w:689,h:29},
{t:"open conflict in many organizations. The result is false ",p:83,x:187,y:384,w:683,h:29},
{t:"or forced consensus, resulting in more conflict ",p:83,x:187,y:414,w:700,h:29},
{t:"avoidance, and at times leading eventually to open ",p:83,x:187,y:443,w:691,h:29},
{t:"conflict.  ",p:83,x:187,y:472,w:113,h:29},
{t:"Empathy among team members and between teams ",p:83,x:187,y:531,w:690,h:29},
{t:"can occur spontaneously. But in many cases, when ",p:83,x:187,y:560,w:689,h:29},
{t:"teams are stuck, it takes a conscious effort on the part ",p:83,x:187,y:590,w:683,h:29},
{t:"of the leader to introduce the topic…for many teams it ",p:83,x:187,y:619,w:684,h:29},
{t:"is a hot potato that no one wants to handle.  ",p:83,x:187,y:648,w:552,h:29},
{t:"In teams that have a diverse range of people from ",p:83,x:187,y:707,w:691,h:29},
{t:"different cultural backgrounds this is a real challenge. ",p:83,x:187,y:736,w:684,h:29},
{t:"Diversity can be both a stimulator of change or if not ",p:83,x:187,y:766,w:685,h:29},
{t:"understood, an impediment.  ",p:83,x:187,y:795,w:363,h:29},
{t:"Best selling author Stephen Covey says that ‘strength ",p:83,x:187,y:854,w:685,h:29},
{t:"lies in differences, not similarities”. The key is to build ",p:83,x:187,y:883,w:684,h:29},
{t:"teams based on complementary characteristics, not ",p:83,x:187,y:912,w:691,h:29},
{t:"clones of each other.  ",p:83,x:187,y:942,w:268,h:29},
{t:"Knowing each team member’s strengths, weaknesses, ",p:83,x:187,y:1000,w:687,h:29},
{t:"preferences and principles (beliefs & values), and ",p:83,x:187,y:1030,w:695,h:29},
{t:"building a team based on complementary ",p:83,x:187,y:1059,w:716,h:29},
{t:"characteristics requires a leader to step forward and ",p:83,x:187,y:1089,w:688,h:29},
{t:"address the fears that people may have concerning ",p:83,x:187,y:1118,w:690,h:29},
{t:"this degree of personal revelation, this degree of ",p:83,x:187,y:1147,w:696,h:29},
{t:"empathy for each other.  ",p:83,x:187,y:1177,w:308,h:29},
{t:"As discussed in a previous chapter, many ",p:83,x:187,y:1235,w:710,h:29},
{t:"organizations have HR systems designed around ",p:83,x:187,y:1265,w:699,h:29},
{t:"control, with rewards and punishment that have a ",p:83,x:187,y:1294,w:691,h:29},
{t:"distinctively Pavlovian flavor (pardon the pun).  ",p:83,x:187,y:1323,w:584,h:29},
{t:"These systems can and do instill fear in an ",p:83,x:187,y:1382,w:701,h:29},
{t:"organization, making people feel that in order to ",p:83,x:187,y:1411,w:695,h:29},
{t:"advance in the organization or at least stand still, they ",p:83,x:187,y:1441,w:683,h:29},
{t:"have to ‘look good’ all the time.  ",p:83,x:187,y:1470,w:393,h:29},
{t:"Lead People…Manage Things  ",p:84,x:187,y:66,w:380,h:40},
{t:"84 ",p:84,x:1060,y:75,w:34,h:30},
{t:"As W. Edwards Deming advocated, leaders need to ",p:84,x:187,y:179,w:691,h:29},
{t:"“drive fear out of their organizations”. An organization ",p:84,x:187,y:208,w:685,h:29},
{t:"that operates on the fear factor cannot develop a high ",p:84,x:187,y:237,w:685,h:29},
{t:"performance team culture.  ",p:84,x:187,y:267,w:341,h:29},
{t:"In an organization gripped by fear, empathy is a word ",p:84,x:187,y:326,w:685,h:29},
{t:"that conjures up a ‘soft’ approach to issues. Leaders, ",p:84,x:187,y:355,w:686,h:29},
{t:"especially those in the middle ranks of such ",p:84,x:187,y:384,w:702,h:29},
{t:"organizations, are forced to rule by fear.  ",p:84,x:187,y:414,w:504,h:29},
{t:"Very often this type of rule is covert, with all the usual ",p:84,x:187,y:472,w:683,h:29},
{t:"surface manifestations of ‘teamwork’ evident – slogans, ",p:84,x:187,y:502,w:683,h:29},
{t:"recognition (Pavlov again), teambuilding exercises, ",p:84,x:187,y:531,w:698,h:29},
{t:"team announcements by senior management, team ",p:84,x:187,y:560,w:692,h:29},
{t:"names, t-shirts, mugs and plenty of fodder for Dilbert ",p:84,x:187,y:590,w:685,h:29},
{t:"cartoons. ",p:84,x:187,y:619,w:121,h:29},
{t:"Drive fear out. Root it out. Expose it. Do whatever it ",p:84,x:187,y:678,w:687,h:29},
{t:"takes to make fear evident and make it obsolete.  ",p:84,x:187,y:707,w:607,h:29},
{t:"Make elimination of fear an organizational goal, even ",p:84,x:187,y:766,w:687,h:29},
{t:"an organizational value. Fear in organizations tends to ",p:84,x:187,y:795,w:684,h:29},
{t:"be systemic. Overhaul your systems. Start with goal ",p:84,x:187,y:824,w:688,h:29},
{t:"setting and performance appraisals, the root of much ",p:84,x:187,y:854,w:686,h:29},
{t:"fear.  ",p:84,x:187,y:883,w:70,h:29},
{t:"How?  ",p:84,x:187,y:942,w:83,h:29},
{t:"Treat goal setting as a ‘hypothesis testing’ exercise. ",p:84,x:187,y:1000,w:690,h:29},
{t:"(If…we introduce this new program…we believe it ",p:84,x:187,y:1030,w:695,h:29},
{t:"may…produce these results.) Treat performance ",p:84,x:187,y:1059,w:704,h:29},
{t:"appraisal as an opportunity to discuss whether the ",p:84,x:187,y:1089,w:690,h:29},
{t:"hypothesis was true or false, whether it worked or not, ",p:84,x:187,y:1118,w:683,h:29},
{t:"and what WE need to do differently next time.  Call it ",p:84,x:187,y:1147,w:685,h:29},
{t:"something else, how about Performance Feedback?  ",p:84,x:187,y:1177,w:640,h:29},
{t:"Focus on team performance, less on individual ",p:84,x:187,y:1235,w:700,h:29},
{t:"performance. The sum of the whole is better than the ",p:84,x:187,y:1265,w:685,h:29},
{t:"individual parts. If a team member is struggling, work ",p:84,x:187,y:1294,w:685,h:29},
{t:"with them in an empathic way, seek to understand ",p:84,x:187,y:1323,w:689,h:29},
{t:"them. As you undertake your own journey, understand ",p:84,x:187,y:1353,w:683,h:29},
{t:"that other team members are probably struggling with ",p:84,x:187,y:1382,w:684,h:29},
{t:"theirs too.  ",p:84,x:187,y:1411,w:140,h:29},
{t:"Help them along the way.  ",p:84,x:187,y:1470,w:327,h:29},
{t:"Lead People…Manage Things  ",p:85,x:187,y:66,w:380,h:40},
{t:"85 ",p:85,x:1060,y:75,w:34,h:30},
{t:"But whatever you do on an individual basis, connect ",p:85,x:187,y:179,w:686,h:29},
{t:"or reconnect the individual with the team, help them ",p:85,x:187,y:208,w:686,h:29},
{t:"to become part of something significant, help them to ",p:85,x:187,y:237,w:685,h:29},
{t:"belong.  ",p:85,x:187,y:267,w:104,h:29},
{t:"Maslow tells us that we all desire to belong to ",p:85,x:187,y:326,w:696,h:29},
{t:"something worthwhile, to be wanted, to be loved. In ",p:85,x:187,y:355,w:688,h:29},
{t:"fact, it has been shown that people fear social isolation ",p:85,x:187,y:384,w:683,h:29},
{t:"more than they fear death, which is why some people ",p:85,x:187,y:414,w:685,h:29},
{t:"commit suicide; death is often a better option than ",p:85,x:187,y:443,w:689,h:29},
{t:"isolation, being unwanted, being unloved.  ",p:85,x:187,y:472,w:526,h:29},
{t:"When a leader takes a keen and genuine interest in ",p:85,x:187,y:531,w:687,h:29},
{t:"developing a cohesive team, he or she connects on a ",p:85,x:187,y:560,w:686,h:29},
{t:"very human and even spiritual level with people. The ",p:85,x:187,y:590,w:686,h:29},
{t:"leader builds a community, a communion of people.  ",p:85,x:187,y:619,w:651,h:29},
{t:"There is no stronger bond created than when people ",p:85,x:187,y:678,w:687,h:29},
{t:"come together to make something significant happen.  ",p:85,x:187,y:707,w:671,h:29},
{t:"Make work an adventure. I am reminded of a ",p:85,x:187,y:766,w:698,h:29},
{t:"quotation by Milton R. Saperstein, which captures ",p:85,x:187,y:795,w:692,h:29},
{t:"much of what I am trying to convey here: ",p:85,x:187,y:824,w:510,h:29},
{t:"“Working for an organization should be an adventure, ",p:85,x:187,y:883,w:687,h:29},
{t:"not an anxious discipline in which everybody is ",p:85,x:187,y:912,w:697,h:29},
{t:"constantly graded for performance” ",p:85,x:187,y:942,w:431,h:29},
{t:"Most people who leave corporate life do so because ",p:85,x:187,y:1000,w:689,h:29},
{t:"they are not happy with their boss, rather than ",p:85,x:187,y:1030,w:695,h:29},
{t:"dissatisfaction with their contract, their pay or their ",p:85,x:187,y:1059,w:688,h:29},
{t:"benefits.  Various studies have confirmed this.  ",p:85,x:187,y:1089,w:584,h:29},
{t:"But more than that, I believe many are not happy with ",p:85,x:187,y:1147,w:683,h:29},
{t:"the fact that organizational life is not an adventure, ",p:85,x:187,y:1177,w:689,h:29},
{t:"has become dull and boring, and they happen to have ",p:85,x:187,y:1206,w:684,h:29},
{t:"a boss who is also dull and boring, and who only ",p:85,x:187,y:1235,w:690,h:29},
{t:"knows how to manage people, not lead them.   ",p:85,x:187,y:1265,w:574,h:29},
{t:"Don’t become this type of boss.  ",p:85,x:187,y:1323,w:397,h:29},
{t:"Ask people ‘what it’s like to work around here’. Don’t ",p:85,x:187,y:1382,w:686,h:29},
{t:"readily accept it when they tell you ‘it’s ",p:85,x:187,y:1411,w:711,h:29},
{t:"super’…remember fear makes a liar of us all.  ",p:85,x:187,y:1441,w:566,h:29},
{t:"Lead People…Manage Things  ",p:86,x:187,y:66,w:380,h:40},
{t:"86 ",p:86,x:1060,y:75,w:34,h:30},
{t:"Paying attention to establishing conversational skills ",p:86,x:187,y:149,w:689,h:29},
{t:"inside your organization is crucial to success, but ",p:86,x:187,y:179,w:692,h:29},
{t:"what about the external world, where your clients or ",p:86,x:187,y:208,w:687,h:29},
{t:"customers live?  ",p:86,x:187,y:237,w:205,h:29},
{t:"Listening to the customer also needs attention, but… ",p:86,x:187,y:296,w:658,h:29},
{t:"Listening to the customer is not enough ",p:86,x:187,y:355,w:534,h:29},
{t:"What makes a loyal customer?  ",p:86,x:187,y:384,w:391,h:29},
{t:"One who speaks loudly and with fervor about your ",p:86,x:187,y:443,w:689,h:29},
{t:"organization, telling others how you have made a real ",p:86,x:187,y:472,w:685,h:29},
{t:"and positive difference in their lives?  ",p:86,x:187,y:502,w:463,h:29},
{t:"In a word - expectations. ",p:86,x:187,y:560,w:324,h:29},
{t:"   ",p:86,x:187,y:590,w:23,h:29},
{t:"But meeting or exceeding customer expectations is not ",p:86,x:187,y:619,w:684,h:29},
{t:"as simple as it first appears.  ",p:86,x:187,y:648,w:362,h:29},
{t:"For a start, many of your customers or prospective ",p:86,x:187,y:707,w:689,h:29},
{t:"customers are not sure what they should expect.  ",p:86,x:187,y:736,w:613,h:29},
{t:"Many will not tell you because they expect you to ",p:86,x:187,y:795,w:691,h:29},
{t:"know...after all, you're the expert at what YOU do, and ",p:86,x:187,y:824,w:683,h:29},
{t:"you can't expect the customer to know as much about ",p:86,x:187,y:854,w:684,h:29},
{t:"that as you.  ",p:86,x:187,y:883,w:162,h:29},
{t:"In our work, we like to break this problem down into ",p:86,x:187,y:942,w:686,h:29},
{t:"pieces, and for that purpose we use what we call The ",p:86,x:187,y:971,w:685,h:29},
{t:"Customer Loyalty Grid™ to help us understand this ",p:86,x:187,y:1000,w:689,h:30},
{t:"better.  ",p:86,x:187,y:1031,w:95,h:29},
{t:"This grid is divided into four zones, as depicted in the ",p:86,x:187,y:1090,w:685,h:29},
{t:"diagram that follows.    ",p:86,x:187,y:1119,w:289,h:29},
{t:"Lead People…Manage Things  ",p:87,x:187,y:66,w:380,h:40},
{t:"87 ",p:87,x:1060,y:75,w:34,h:30},
{t:"Unstated/Expected...The Zone of Indifference ",p:87,x:187,y:658,w:605,h:29},
{t:"Literally, this includes all those customer needs and ",p:87,x:187,y:687,w:688,h:29},
{t:"wants that are basic to fulfilling the contract between ",p:87,x:187,y:717,w:685,h:29},
{t:"you and them.  ",p:87,x:187,y:746,w:193,h:29},
{t:"For example, customers expect to be treated with ",p:87,x:187,y:805,w:693,h:29},
{t:"courtesy and respect, and would probably be puzzled ",p:87,x:187,y:834,w:686,h:29},
{t:"(and maybe even insulted) if you asked them if this ",p:87,x:187,y:864,w:688,h:29},
{t:"was a need.  ",p:87,x:187,y:893,w:159,h:29},
{t:"Of course it’s a need, and if you don't meet this need, ",p:87,x:187,y:952,w:685,h:29},
{t:"you will cause DISSATISFACTION. If you meet this ",p:87,x:187,y:981,w:690,h:29},
{t:"basic and obvious need, the best you can hope for is ",p:87,x:187,y:1010,w:686,h:29},
{t:"INDIFFERENCE. ",p:87,x:187,y:1040,w:212,h:29},
{t:"Stated/Expected...The Zone of Satisfaction ",p:87,x:187,y:1098,w:572,h:29},
{t:"This is where your customer actually TELLS you what ",p:87,x:187,y:1128,w:684,h:29},
{t:"is important to them.  ",p:87,x:187,y:1157,w:276,h:29},
{t:"Listen carefully here, as this is a key stepping stone to ",p:87,x:187,y:1216,w:683,h:29},
{t:"customer loyalty.  ",p:87,x:187,y:1245,w:226,h:29},
{t:"Meeting a customer's needs here will cause ",p:87,x:187,y:1304,w:707,h:29},
{t:"SATISFACTION, whereas not meeting them will cause ",p:87,x:187,y:1333,w:686,h:29},
{t:"DISSATISFACTION.  ",p:87,x:187,y:1362,w:257,h:29},
{t:"For example, a customer might expect a volume ",p:87,x:187,y:1421,w:695,h:29},
{t:"discount on a purchase, but knows that they have to ",p:87,x:187,y:1450,w:686,h:29},
{t:"Lead People…Manage Things  ",p:88,x:187,y:66,w:380,h:40},
{t:"88 ",p:88,x:1060,y:75,w:34,h:30},
{t:"specifically ask (or negotiate) for it. It is an expectation, ",p:88,x:187,y:149,w:683,h:29},
{t:"perhaps because other organizations that the ",p:88,x:187,y:179,w:707,h:29},
{t:"customer deals with provide a similar benefit. ",p:88,x:187,y:208,w:566,h:29},
{t:"Stated/Unexpected...The Zone of Delight ",p:88,x:187,y:267,w:542,h:29},
{t:"This is where your customer HOPES for something, ",p:88,x:187,y:296,w:689,h:29},
{t:"ASKS for it, but really does not expect you to provide ",p:88,x:187,y:326,w:685,h:29},
{t:"it.  ",p:88,x:187,y:355,w:41,h:29},
{t:"This is your opportunity to provide something beyond ",p:88,x:187,y:414,w:686,h:29},
{t:"their expectations and by so doing will create ",p:88,x:187,y:443,w:700,h:29},
{t:"DELIGHT.  ",p:88,x:187,y:472,w:141,h:29},
{t:"For example, a customer might ask for something that ",p:88,x:187,y:531,w:684,h:29},
{t:"is usually available only in a premium priced product. ",p:88,x:187,y:560,w:684,h:29},
{t:"Not providing it will unlikely cause dissatisfaction, ",p:88,x:187,y:590,w:693,h:29},
{t:"whereas providing it will cause delight. ",p:88,x:187,y:619,w:483,h:29},
{t:"Therefore this is an area for particular attention in ",p:88,x:187,y:678,w:690,h:29},
{t:"building a LOYAL customer base. ",p:88,x:187,y:707,w:416,h:29},
{t:"Unstated/Unexpected...The Zone of Loyalty ",p:88,x:187,y:766,w:577,h:29},
{t:"This is an area where your expertise in whatever ",p:88,x:187,y:795,w:693,h:29},
{t:"product or service you provide and the customer's lack ",p:88,x:187,y:824,w:683,h:29},
{t:"of expertise can really pay off!  ",p:88,x:187,y:854,w:379,h:29},
{t:"Providing benefits above and beyond what the ",p:88,x:187,y:912,w:701,h:29},
{t:"customer is even aware of can create a LOYAL ",p:88,x:187,y:942,w:696,h:29},
{t:"customer.  ",p:88,x:187,y:971,w:138,h:29},
{t:"This requires you to be really proactive in suggesting ",p:88,x:187,y:1030,w:686,h:29},
{t:"to customers new innovations that they can really ",p:88,x:187,y:1059,w:692,h:29},
{t:"benefit from.  ",p:88,x:187,y:1089,w:171,h:29},
{t:"Many customers will be even willing to pay extra for ",p:88,x:187,y:1147,w:686,h:29},
{t:"this.  ",p:88,x:187,y:1177,w:70,h:29},
{t:"For example, CD players in automobiles when first ",p:88,x:187,y:1235,w:691,h:29},
{t:"introduced were an innovation, but customers had no ",p:88,x:187,y:1265,w:685,h:29},
{t:"way of asking for this innovation, or expecting it, ",p:88,x:187,y:1294,w:692,h:29},
{t:"before it became known to them. ",p:88,x:187,y:1323,w:408,h:29},
{t:"   ",p:88,x:187,y:1353,w:23,h:29},
{t:"All Zones are equally important ",p:88,x:187,y:1382,w:419,h:29},
{t:"To get to the Zone of Loyalty, you must first conquer ",p:88,x:187,y:1411,w:686,h:29},
{t:"the other zones...there are no shortcuts.  ",p:88,x:187,y:1441,w:508,h:29},
{t:"Lead People…Manage Things  ",p:89,x:187,y:66,w:380,h:40},
{t:"89 ",p:89,x:1060,y:75,w:34,h:30},
{t:"If your organization is really good at innovations (the ",p:89,x:187,y:149,w:687,h:29},
{t:"key factor in creating Loyalty), but struggles at ",p:89,x:187,y:179,w:697,h:29},
{t:"reliability (the key factor in creating Satisfaction), then ",p:89,x:187,y:208,w:684,h:29},
{t:"it will end up struggling in all four zones.  ",p:89,x:187,y:237,w:519,h:29},
{t:"Loyalty creating innovations are time limited ",p:89,x:187,y:296,w:603,h:29},
{t:"What was once an unstated/unexpected innovation ",p:89,x:187,y:326,w:691,h:29},
{t:"will eventually become unstated/expected...would you ",p:89,x:187,y:355,w:686,h:29},
{t:"now purchase a car without a CD player? Would you ",p:89,x:187,y:384,w:686,h:29},
{t:"even ask the salesperson if it is installed? ",p:89,x:187,y:414,w:662,h:29},
{t:"So ",p:89,x:832,y:414,w:56,h:29},
{t:"maintaining a rate of innovation that matches or ",p:89,x:187,y:443,w:694,h:29},
{t:"exceeds what the market demands is crucial to ",p:89,x:187,y:472,w:697,h:29},
{t:"maintaining customer loyalty. ",p:89,x:187,y:502,w:373,h:29},
{t:"All parts of your organization are involved in creating ",p:89,x:187,y:560,w:686,h:29},
{t:"loyal customers...those who produce and deliver the ",p:89,x:187,y:590,w:689,h:29},
{t:"basic product or service, reliably day in and day out, ",p:89,x:187,y:619,w:686,h:29},
{t:"as well as those who create and bring to market new ",p:89,x:187,y:648,w:686,h:29},
{t:"offerings that delight the customer.  ",p:89,x:187,y:678,w:446,h:29},
{t:"Treat them all as members of the same team...the ",p:89,x:187,y:736,w:691,h:29},
{t:"Customer Loyalty Team...and you will reap the ",p:89,x:187,y:766,w:700,h:29},
{t:"benefits well into the future. ",p:89,x:187,y:795,w:353,h:29},
{t:"When you lead…do others follow? ",p:89,x:187,y:854,w:449,h:29},
{t:"Much has been written about leadership style, and you ",p:89,x:187,y:883,w:683,h:29},
{t:"may be wondering, given all of the foregoing, if your ",p:89,x:187,y:912,w:687,h:29},
{t:"leadership style is the ‘right’ one for the task.  ",p:89,x:187,y:942,w:568,h:29},
{t:"Good question…and hopefully one I can answer in this ",p:89,x:187,y:1000,w:683,h:29},
{t:"next section… ",p:89,x:187,y:1030,w:180,h:29},
{t:"On a good day, most leaders would answer 'yes' to the ",p:89,x:187,y:1089,w:684,h:29},
{t:"question ‘when you lead…do others follow?’  ",p:89,x:187,y:1118,w:548,h:29},
{t:"But what happens on the not-so-good days?  ",p:89,x:187,y:1177,w:557,h:29},
{t:"What happens when you have to make tough decisions ",p:89,x:187,y:1235,w:682,h:29},
{t:"quickly, or you have to deal with a noticeable drop in ",p:89,x:187,y:1265,w:685,h:29},
{t:"team or individual performance?  ",p:89,x:187,y:1294,w:404,h:29},
{t:"Do your people hesitate in following you then? ",p:89,x:187,y:1353,w:574,h:29},
{t:"  ",p:89,x:187,y:1382,w:15,h:29},
{t:"Situations like this are becoming more and more ",p:89,x:187,y:1411,w:694,h:29},
{t:"prevalent across various sectors, as customers ",p:89,x:187,y:1441,w:703,h:29},
{t:"demand higher and higher performance from you and ",p:89,x:187,y:1470,w:685,h:29},
{t:"Lead People…Manage Things  ",p:90,x:187,y:66,w:380,h:40},
{t:"90 ",p:90,x:1060,y:75,w:34,h:30},
{t:"your team, and your team demands more say in how ",p:90,x:187,y:149,w:686,h:29},
{t:"decisions are made and how 'things get done around ",p:90,x:187,y:179,w:686,h:29},
{t:"here'…more empowerment. ",p:90,x:187,y:208,w:341,h:29},
{t:"  ",p:90,x:187,y:237,w:15,h:29},
{t:"The speed with which products, programs and services ",p:90,x:187,y:267,w:683,h:29},
{t:"need to be developed and delivered has accelerated to ",p:90,x:187,y:296,w:685,h:29},
{t:"the point that theoretical approaches to ",p:90,x:187,y:326,w:721,h:29},
{t:"'empowerment' get bogged down in their own rationale, ",p:90,x:187,y:355,w:683,h:29},
{t:"and become flavor of the month very quickly.  ",p:90,x:187,y:384,w:566,h:29},
{t:"Leadership style is important, and your followers are ",p:90,x:187,y:443,w:687,h:29},
{t:"in the best position to be the judges and provide you ",p:90,x:187,y:472,w:686,h:29},
{t:"with feedback on what is your predominant style.  ",p:90,x:187,y:502,w:621,h:29},
{t:"But how do you elicit that type of candid feedback?  ",p:90,x:187,y:560,w:642,h:29},
{t:"The answer is to get to know your followers, and one ",p:90,x:187,y:619,w:686,h:29},
{t:"way to do this is to… ",p:90,x:187,y:648,w:264,h:29},
{t:"  ",p:90,x:187,y:678,w:15,h:29},
{t:"Walk a while in their shoes ",p:90,x:187,y:707,w:360,h:29},
{t:"West Edmonton Mall (WEM) in Alberta, Canada is the ",p:90,x:187,y:736,w:686,h:29},
{t:"world’s largest mall (okay, The Mall of America outside ",p:90,x:187,y:766,w:684,h:29},
{t:"St. Paul, Minneapolis might have that distinction by ",p:90,x:187,y:795,w:688,h:29},
{t:"the time you get to read this, but I happen to live in ",p:90,x:187,y:824,w:686,h:29},
{t:"Edmonton and I’m biased. In any event it’s VERY big!)  ",p:90,x:187,y:854,w:677,h:29},
{t:"Imagine if you were the manager of such a mega-mall, ",p:90,x:187,y:912,w:684,h:29},
{t:"and you decided to spend some time getting to know ",p:90,x:187,y:942,w:686,h:29},
{t:"each and every employee? How would you go about it?   ",p:90,x:187,y:971,w:689,h:29},
{t:"WEM manager Gary Hanson decided that he would ",p:90,x:187,y:1030,w:689,h:29},
{t:"spend one day per month over an 18-month period ",p:90,x:187,y:1059,w:689,h:29},
{t:"working in each department, starting with ",p:90,x:187,y:1089,w:714,h:29},
{t:"maintenance. People were surprised to find him in the ",p:90,x:187,y:1118,w:684,h:29},
{t:"mall parking lot in the middle of winter (it gets awfully ",p:90,x:187,y:1147,w:684,h:29},
{t:"cold up here in The Great White North!) picking up ",p:90,x:187,y:1177,w:689,h:29},
{t:"cigarette butts, polishing garbage cans and collecting ",p:90,x:187,y:1206,w:687,h:29},
{t:"rubbish.  ",p:90,x:187,y:1235,w:120,h:29},
{t:"Here’s how he described his experience to the local ",p:90,x:187,y:1294,w:689,h:29},
{t:"newspaper, “Time went by very quickly and I enjoyed ",p:90,x:187,y:1323,w:686,h:29},
{t:"having a beer later with our crew. When people are ",p:90,x:187,y:1353,w:689,h:29},
{t:"relaxed, they tell you what they really think” he told a ",p:90,x:187,y:1382,w:684,h:29},
{t:"reporter from the Edmonton Journal.  ",p:90,x:187,y:1411,w:472,h:29},
{t:"Lead People…Manage Things  ",p:91,x:187,y:66,w:380,h:40},
{t:"91 ",p:91,x:1060,y:75,w:34,h:30},
{t:"Hanson modeled his approach on Southwest Airlines ",p:91,x:187,y:149,w:687,h:29},
{t:"CEO Herb Kelleher who, at 67, traveled the US ",p:91,x:187,y:179,w:695,h:29},
{t:"working as a baggage handler. Herb Kelleher is a ",p:91,x:187,y:208,w:692,h:29},
{t:"larger than life leader. Renowned for his goofball antics ",p:91,x:187,y:237,w:683,h:29},
{t:"and sense of humor, this leader insists that business ",p:91,x:187,y:267,w:685,h:29},
{t:"must be fun. As CEO of Southwest Airlines, which he ",p:91,x:187,y:296,w:685,h:29},
{t:"co-founded in 1967, he developed a company that has ",p:91,x:187,y:326,w:684,h:29},
{t:"proven you cannot underestimate the ‘little guy’.  ",p:91,x:187,y:355,w:608,h:29},
{t:"Using a low cost, no frills, fun approach to air travel, ",p:91,x:187,y:414,w:686,h:29},
{t:"Southwest has proven that excellent customer service ",p:91,x:187,y:443,w:686,h:29},
{t:"and turned-on employees are possible, even while still ",p:91,x:187,y:472,w:684,h:29},
{t:"emphasizing the need operate in a streamlined ",p:91,x:187,y:502,w:700,h:29},
{t:"fashion. Southwest are renowned for on time service, ",p:91,x:187,y:531,w:686,h:29},
{t:"in particular their ability to turn around an aircraft ",p:91,x:187,y:560,w:688,h:29},
{t:"within twenty minutes of landing. And they have the ",p:91,x:187,y:590,w:687,h:29},
{t:"loyal customers to prove that it is a winning business ",p:91,x:187,y:619,w:685,h:29},
{t:"proposition. ",p:91,x:187,y:648,w:154,h:29},
{t:"In a testimonial to the FAA in 1997, he stated, “My ",p:91,x:187,y:707,w:688,h:29},
{t:"name is Herb Kelleher.  I co-founded Southwest ",p:91,x:187,y:736,w:695,h:29},
{t:"Airlines in 1967.  Because I am unable to perform ",p:91,x:187,y:766,w:690,h:29},
{t:"competently any meaningful function at Southwest, ",p:91,x:187,y:795,w:691,h:29},
{t:"our 25,000 employees let me be the chief executive ",p:91,x:187,y:824,w:689,h:29},
{t:"officer.  That is one among many reasons I love the ",p:91,x:187,y:854,w:688,h:29},
{t:"people of Southwest Airlines.” ",p:91,x:187,y:883,w:372,h:29},
{t:"Self effacing comments like this are typical of this ",p:91,x:187,y:942,w:691,h:29},
{t:"leader, who places a heavy emphasis on giving ",p:91,x:187,y:971,w:698,h:29},
{t:"Southwest people the freedom to be innovative, provide ",p:91,x:187,y:1000,w:683,h:29},
{t:"excellent customer service and have fun in the ",p:91,x:187,y:1030,w:698,h:29},
{t:"process.  ",p:91,x:187,y:1059,w:116,h:29},
{t:"That is not to say that they do not run a disciplined ",p:91,x:187,y:1118,w:686,h:29},
{t:"airline. On the contrary, they pride themselves on ",p:91,x:187,y:1147,w:692,h:29},
{t:"taking business seriously, but taking themselves with ",p:91,x:187,y:1177,w:685,h:29},
{t:"a pinch of salt.  ",p:91,x:187,y:1206,w:198,h:29},
{t:"The phrase “low cost, high spirit” emphasizes the ",p:91,x:187,y:1265,w:693,h:29},
{t:"Southwest Airlines dual focus on customers and ",p:91,x:187,y:1294,w:696,h:29},
{t:"employees, which has made it famous, not just within ",p:91,x:187,y:1323,w:685,h:29},
{t:"the highly regulated and extremely competitive airline ",p:91,x:187,y:1353,w:685,h:29},
{t:"industry, but everywhere else that leadership is ",p:91,x:187,y:1382,w:698,h:29},
{t:"discussed. Their ‘People Department’ motto is “Feel ",p:91,x:187,y:1411,w:682,h:29},
{t:"Free to Actually Enjoy What You Do” ",p:91,x:187,y:1441,w:444,h:29},
{t:"Lead People…Manage Things  ",p:92,x:187,y:66,w:380,h:40},
{t:"92 ",p:92,x:1060,y:75,w:34,h:30},
{t:"What ideas do you have to walk a while in the other ",p:92,x:187,y:149,w:686,h:29},
{t:"person’s shoes? The other person can be a customer, ",p:92,x:187,y:179,w:685,h:29},
{t:"employee, supplier, community member, even your ",p:92,x:187,y:208,w:692,h:29},
{t:"own boss. ",p:92,x:187,y:237,w:129,h:29},
{t:"Tips for active listening ",p:92,x:187,y:296,w:319,h:29},
{t:"Let’s face it, we all struggle when it comes to ",p:92,x:187,y:326,w:697,h:29},
{t:"listening…really listening.  ",p:92,x:187,y:355,w:333,h:29},
{t:"Bob Rae, a Canadian lawyer, politician and former ",p:92,x:187,y:414,w:691,h:29},
{t:"Premier of Ontario, was once told by his wife that he ",p:92,x:187,y:443,w:686,h:29},
{t:"had two communication styles – talking and waiting to ",p:92,x:187,y:472,w:684,h:29},
{t:"talk. Many of us fall into the same trap: saying what ",p:92,x:187,y:502,w:686,h:29},
{t:"we have to say, then as the other person is talking we ",p:92,x:187,y:531,w:684,h:29},
{t:"are having our own internal conversation, getting ",p:92,x:187,y:560,w:695,h:29},
{t:"ready to have our next say. If the other person does ",p:92,x:187,y:590,w:687,h:29},
{t:"the same, then no conversing actually takes place!  ",p:92,x:187,y:619,w:633,h:29},
{t:"They go away thinking that they have been talking to ",p:92,x:187,y:678,w:686,h:29},
{t:"the wall, and they’re both right!  ",p:92,x:187,y:707,w:401,h:29},
{t:"The answer is to develop the skill of active listening. ",p:92,x:187,y:766,w:643,h:29},
{t:"Here are some tips for developing that skill: ",p:92,x:187,y:824,w:539,h:29},
{t:"Be present, live in the now. Don’t be thinking about ",p:92,x:187,y:883,w:686,h:29},
{t:"the next meeting, or the conversation you had ",p:92,x:187,y:912,w:699,h:29},
{t:"yesterday. Shut down all internal conversations you ",p:92,x:187,y:942,w:689,h:29},
{t:"may be having with yourself.  I know, easier said than ",p:92,x:187,y:971,w:684,h:29},
{t:"done, but keep in mind that having two conversations ",p:92,x:187,y:1000,w:684,h:29},
{t:"at once will at best result in two very poor ",p:92,x:187,y:1030,w:701,h:29},
{t:"conversations. ",p:92,x:187,y:1059,w:184,h:29},
{t:"Establish rapport. Do this early on and maintain it. ",p:92,x:187,y:1118,w:683,h:29},
{t:"Don’t rush in to the conversation without taking the ",p:92,x:187,y:1147,w:686,h:29},
{t:"time to ‘break the ice’. ",p:92,x:187,y:1177,w:278,h:29},
{t:"Focus on the other person. Ask them what they want ",p:92,x:187,y:1235,w:685,h:29},
{t:"to achieve from the conversation. Then tell them what ",p:92,x:187,y:1265,w:685,h:29},
{t:"you would like to achieve. Keep it conversational. ",p:92,x:187,y:1294,w:609,h:29},
{t:"Clarify what the other person is saying. Sometimes ",p:92,x:187,y:1353,w:689,h:29},
{t:"people make statements that are half-thoughts, not ",p:92,x:187,y:1382,w:690,h:29},
{t:"fully formulated yet. Give them the benefit of the ",p:92,x:187,y:1411,w:693,h:29},
{t:"doubt, and use the opportunity to explore the ",p:92,x:187,y:1441,w:699,h:29},
{t:"statement further with them. ",p:92,x:187,y:1470,w:363,h:29},
{t:"Lead People…Manage Things  ",p:93,x:187,y:66,w:380,h:40},
{t:"93 ",p:93,x:1060,y:75,w:34,h:30},
{t:"Confirm what’s fact and what’s opinion. This really ",p:93,x:187,y:179,w:689,h:29},
{t:"shows that you are not just an empty vessel taking in ",p:93,x:187,y:208,w:685,h:29},
{t:"what’s been said, but listening actively. ",p:93,x:187,y:237,w:489,h:29},
{t:"Make a conscious decision to strike a balance ",p:93,x:187,y:296,w:696,h:29},
{t:"between advocacy (making your point) and inquiry ",p:93,x:187,y:326,w:683,h:29},
{t:"(exploring and seeking understanding). ",p:93,x:187,y:355,w:485,h:29},
{t:"Lighten up. Use humor to smooth out rough spots, ",p:93,x:187,y:414,w:688,h:29},
{t:"but make it appropriate humor. No jokes at someone ",p:93,x:187,y:443,w:686,h:29},
{t:"else’s expense. It’s best to make jokes at your own ",p:93,x:187,y:472,w:689,h:29},
{t:"expense than others – it also portrays you as human ",p:93,x:187,y:502,w:686,h:29},
{t:"and someone with a sense of humor. ",p:93,x:187,y:531,w:457,h:29},
{t:"Take notes if appropriate – this is another piece of ",p:93,x:187,y:590,w:688,h:29},
{t:"evidence that you are listening actively. ",p:93,x:187,y:619,w:489,h:29},
{t:"Summarize the conversation and ask the other person ",p:93,x:187,y:678,w:683,h:29},
{t:"to help you with this.  ",p:93,x:187,y:707,w:276,h:29},
{t:"Follow up. Keep the channels of communication open ",p:93,x:187,y:766,w:684,h:29},
{t:"by arranging to follow up with the other person…then ",p:93,x:187,y:795,w:684,h:29},
{t:"do it! This really reinforces the fact that you have not ",p:93,x:187,y:824,w:685,h:29},
{t:"just listened actively, but have been influenced by ",p:93,x:187,y:854,w:692,h:29},
{t:"what the other person has said. ",p:93,x:187,y:883,w:396,h:29},
{t:"Listening actively is a skill that anyone can learn. It ",p:93,x:187,y:942,w:687,h:29},
{t:"takes much practice to master it, and not every ",p:93,x:187,y:971,w:694,h:29},
{t:"encounter will be perfect. Let people know that you are ",p:93,x:187,y:1000,w:683,h:29},
{t:"trying your best to ‘be present’ despite all of the other ",p:93,x:187,y:1030,w:685,h:29},
{t:"distractions in your busy day. They will respond ",p:93,x:187,y:1059,w:695,h:29},
{t:"positively to this.  ",p:93,x:187,y:1089,w:224,h:29},
{t:"But maintain your focus. You need to draw the line.  ",p:93,x:187,y:1147,w:652,h:29},
{t:"Actively listening to someone trying to undermine you, ",p:93,x:187,y:1206,w:684,h:29},
{t:"your focus or your organizational values needs to be ",p:93,x:187,y:1235,w:687,h:29},
{t:"dealt with in a firm manner. Instead, encourage people ",p:93,x:187,y:1265,w:683,h:29},
{t:"to find creative ways to achieve the focus, and listen ",p:93,x:187,y:1294,w:687,h:29},
{t:"attentively to what they have to say. ",p:93,x:187,y:1323,w:448,h:29},
{t:"The questions on the next two pages will assist you in ",p:93,x:187,y:1382,w:684,h:29},
{t:"building your capacity to become more aware of what ",p:93,x:187,y:1411,w:685,h:29},
{t:"an empathic approach can do for you and your team. ",p:93,x:187,y:1441,w:660,h:29},
{t:"Lead People…Manage Things  ",p:94,x:187,y:66,w:380,h:40},
{t:"94 ",p:94,x:1060,y:75,w:34,h:30},
{t:"Summary of Key Questions ",p:94,x:187,y:149,w:363,h:29},
{t:"As a way to get you thinking about this on a deeper ",p:94,x:187,y:179,w:687,h:29},
{t:"level, try answering these questions for yourself: ",p:94,x:187,y:208,w:598,h:29},
{t:"• ",p:94,x:225,y:267,w:17,h:30},
{t:"How good am I at having conversations? ",p:94,x:262,y:268,w:480,h:29},
{t:"• ",p:94,x:225,y:616,w:17,h:30},
{t:"How good am I at listen",p:94,x:262,y:618,w:326,h:29},
{t:"ing? Think of a recent ",p:94,x:576,y:618,w:312,h:29},
{t:"conversation that went well. Think of one that ",p:94,x:262,y:647,w:640,h:29},
{t:"didn’t. What were the differences between the two?  ",p:94,x:262,y:676,w:610,h:29},
{t:"Lead People…Manage Things  ",p:95,x:187,y:66,w:380,h:40},
{t:"95 ",p:95,x:1060,y:75,w:34,h:30},
{t:"• ",p:95,x:225,y:149,w:17,h:30},
{t:"Is organizational life an adventure for yo",p:95,x:262,y:151,w:491,h:29},
{t:"u, for your ",p:95,x:737,y:151,w:133,h:29},
{t:"followers/team members? If not, why not? How ",p:95,x:262,y:180,w:618,h:29},
{t:"much fun do people have at work in your ",p:95,x:262,y:210,w:638,h:29},
{t:"organization? ",p:95,x:262,y:239,w:168,h:29},
{t:"• ",p:95,x:225,y:587,w:17,h:30},
{t:"How much do I value diversity? How ca",p:95,x:262,y:588,w:493,h:29},
{t:"n I ‘walk a ",p:95,x:736,y:588,w:135,h:29},
{t:"while in their shoe s’?  ",p:95,x:262,y:618,w:262,h:29},
{t:"• ",p:95,x:225,y:1024,w:17,h:30},
{t:"How much open space do I give peop le in creating ",p:95,x:262,y:1026,w:617,h:29},
{t:"the changes that will support the focus",p:95,x:262,y:1055,w:473,h:29},
{t:"? ",p:95,x:720,y:1055,w:21,h:29},
{t:"Lead People…Manage Things  ",p:96,x:187,y:66,w:380,h:40},
{t:"96 ",p:96,x:1060,y:75,w:34,h:30},
{t:"A final note on EMPATHY ",p:96,x:187,y:149,w:341,h:29},
{t:"Being empathetic does not mean being soft. On the ",p:96,x:187,y:179,w:688,h:29},
{t:"contrary, understanding people is perhaps the ",p:96,x:187,y:208,w:704,h:29},
{t:"toughest part of a leaders job, because you never know ",p:96,x:187,y:237,w:683,h:29},
{t:"what you might find.  ",p:96,x:187,y:267,w:270,h:29},
{t:"Conflict avoidance in organizations is born out of the ",p:96,x:187,y:326,w:686,h:29},
{t:"reluctance of leaders to face some of the tough issues ",p:96,x:187,y:355,w:685,h:29},
{t:"that plague their organizations. But in this avoidance, ",p:96,x:187,y:384,w:684,h:29},
{t:"the opportunity to discover the good in people, their ",p:96,x:187,y:414,w:688,h:29},
{t:"natural creativeness, their desire to belong to ",p:96,x:187,y:443,w:703,h:29},
{t:"something that has meaning, is very often lost.  ",p:96,x:187,y:472,w:590,h:29},
{t:"Match empathy with focus, authenticity and courage ",p:96,x:187,y:531,w:687,h:29},
{t:"and watch people grow.  ",p:96,x:187,y:560,w:304,h:29},
{t:"Focus on the specifics that will make your ",p:96,x:187,y:619,w:705,h:29},
{t:"organization, your team ‘a great place to work’ and ‘do ",p:96,x:187,y:648,w:684,h:29},
{t:"business with’.  ",p:96,x:187,y:678,w:199,h:29},
{t:"Listen empathically to what your inner self tells you is ",p:96,x:187,y:736,w:684,h:29},
{t:"the right thing to do. Take the higher road, as this ",p:96,x:187,y:766,w:689,h:29},
{t:"quote aptly describes it… ",p:96,x:187,y:795,w:317,h:29},
{t:"“The conventional definition of management is getting ",p:96,x:187,y:882,w:622,h:29},
{t:"work done through people, bu t real management is ",p:96,x:187,y:911,w:592,h:29},
{t:"developing people through work.”  ",p:96,x:187,y:941,w:400,h:29},
{t:"Agha Hasan Abedi ",p:96,x:187,y:995,w:226,h:29},
{t:"Now that’s an adventure.  ",p:96,x:187,y:1076,w:322,h:29},
{t:"As you develop the skill of empathy, keep in mind that ",p:96,x:187,y:1135,w:683,h:29},
{t:"many leaders have fallen into the trap of creating ",p:96,x:187,y:1164,w:692,h:29},
{t:"dialogue within their organizations, but forgetting that ",p:96,x:187,y:1193,w:684,h:29},
{t:"change only happens through action.  ",p:96,x:187,y:1223,w:472,h:29},
{t:"Inaction becomes especially evident as time passes ",p:96,x:187,y:1281,w:691,h:29},
{t:"and no one sees results, which brings us on to our ",p:96,x:187,y:1311,w:688,h:29},
{t:"next chapter… ",p:96,x:187,y:1340,w:187,h:29},
{t:"See the bibliography section for more references on ",p:96,x:187,y:1431,w:690,h:29},
{t:"Empathy ",p:96,x:187,y:1460,w:119,h:29},
{t:"Lead People…Manage Things  ",p:97,x:187,y:66,w:380,h:40},
{t:"97 ",p:97,x:1060,y:75,w:34,h:30},
{t:"Timing: ",p:97,x:187,y:386,w:235,h:63},
{t:"Better Value, Faster ",p:97,x:187,y:449,w:583,h:63},
{t:"“…I can’t help but think how much better it would have ",p:97,x:187,y:576,w:641,h:29},
{t:"been if I had done it faster. You know at the time ",p:97,x:187,y:606,w:566,h:29},
{t:"everything we did was radical. Who knows? I might have ",p:97,x:187,y:635,w:668,h:29},
{t:"gotten fired if I had worked faster”  ",p:97,x:187,y:664,w:411,h:29},
{t:"– Jack Welch in an interview with Robert Slater, April ",p:97,x:187,y:719,w:617,h:29},
{t:"1999 ",p:97,x:187,y:748,w:69,h:29},
{t:"Focus of this chapter: The ability to read a situation carefully and ",p:97,x:187,y:861,w:682,h:24},
{t:"decide not just whether to act or not to act, but more importantly, ",p:97,x:187,y:886,w:682,h:24},
{t:"the right time to act. The role of speed based competition and ",p:97,x:187,y:910,w:686,h:24},
{t:"innovation. ",p:97,x:187,y:935,w:121,h:24},
{t:"An idea whose time has come ",p:97,x:187,y:1021,w:394,h:29},
{t:"Okay, we’re in the final straight.  ",p:97,x:187,y:1051,w:422,h:48},
{t:"You’ve decided on your focus.  ",p:97,x:187,y:1129,w:378,h:29},
{t:"You’ve started your journey towards greater self-",p:97,x:187,y:1187,w:674,h:29},
{t:"awareness.  ",p:97,x:187,y:1217,w:152,h:29},
{t:"You’ve gathered and demonstrated the courage to ",p:97,x:187,y:1276,w:694,h:29},
{t:"challenge people’s view of reality.    ",p:97,x:187,y:1305,w:435,h:29},
{t:"You’ve begun the task of listening to lots of other ",p:97,x:187,y:1364,w:691,h:29},
{t:"people about how the focus can be achieved.  ",p:97,x:187,y:1393,w:561,h:29},
{t:"Now comes the toughest part of all. Setting deadlines.  ",p:97,x:187,y:1452,w:673,h:29},
{t:"Lead People…Manage Things  ",p:98,x:187,y:66,w:380,h:40},
{t:"98 ",p:98,x:1060,y:75,w:34,h:30},
{t:"We already talked about deadlines, sunsets and ",p:98,x:187,y:179,w:698,h:29},
{t:"sunrises, in a previous chapter. We also briefly ",p:98,x:187,y:208,w:697,h:29},
{t:"discussed the corporate preoccupation with speed for ",p:98,x:187,y:237,w:686,h:29},
{t:"the sake of speed and what effect it can have on ",p:98,x:187,y:267,w:691,h:29},
{t:"quality.   ",p:98,x:187,y:296,w:116,h:29},
{t:"Now we will get down to discussing timing.  ",p:98,x:187,y:355,w:539,h:29},
{t:"Getting the timing right on key decisions and actions ",p:98,x:187,y:414,w:686,h:29},
{t:"is what will make or break any strategy. Introduce an ",p:98,x:187,y:443,w:685,h:29},
{t:"innovation too quickly or too hastily, and the rewards ",p:98,x:187,y:472,w:685,h:29},
{t:"can go to a competitor who learns from your mistakes ",p:98,x:187,y:502,w:684,h:29},
{t:"and moves at the requisite speed to introduce an ",p:98,x:187,y:531,w:692,h:29},
{t:"alternative product or service, probably not even as ",p:98,x:187,y:560,w:689,h:29},
{t:"good technically as what you have to offer.  ",p:98,x:187,y:590,w:535,h:29},
{t:"Proponents of time based innovation or competition, ",p:98,x:187,y:648,w:688,h:29},
{t:"such as George Stalk, Jr. of the Boston Consulting ",p:98,x:187,y:678,w:689,h:29},
{t:"Group, are keen to emphasize that it is the relative ",p:98,x:187,y:707,w:682,h:29},
{t:"speed that counts.  ",p:98,x:187,y:736,w:243,h:29},
{t:"Time based leadership is all about being faster at ",p:98,x:187,y:795,w:692,h:29},
{t:"providing value…in short, “better value, faster.”  ",p:98,x:187,y:824,w:597,h:29},
{t:"But many leaders and their organizations have ",p:98,x:187,y:883,w:699,h:29},
{t:"struggled with this. Instead of creating nimble, smooth ",p:98,x:187,y:912,w:683,h:29},
{t:"flowing organizations, they have created organizations ",p:98,x:187,y:942,w:685,h:29},
{t:"that always seem to be on a treadmill that keeps ",p:98,x:187,y:971,w:691,h:29},
{t:"running faster and faster, without any noticeable ",p:98,x:187,y:1000,w:695,h:29},
{t:"payoffs.  ",p:98,x:187,y:1030,w:110,h:29},
{t:"I believe that part of the reason for this is the inability ",p:98,x:187,y:1089,w:683,h:29},
{t:"of organizations to learn quickly from their ",p:98,x:187,y:1118,w:708,h:29},
{t:"experiences…in short, their inability to become a true ",p:98,x:187,y:1147,w:685,h:29},
{t:"learning organization. ",p:98,x:187,y:1177,w:275,h:29},
{t:"As you engage your organization on its journey…it will ",p:98,x:187,y:1235,w:684,h:29},
{t:"become more focused, more authentic, more ",p:98,x:187,y:1265,w:709,h:29},
{t:"courageous (especially at bottom line innovation), and ",p:98,x:187,y:1294,w:685,h:29},
{t:"more willing to listen empathically, to each other, to ",p:98,x:187,y:1323,w:688,h:29},
{t:"customers, to suppliers.  ",p:98,x:187,y:1353,w:311,h:29},
{t:"That last point is one that is at the core of being a ",p:98,x:187,y:1411,w:688,h:29},
{t:"learning organization.  ",p:98,x:187,y:1441,w:283,h:29},
{t:"Lead People…Manage Things  ",p:99,x:187,y:66,w:380,h:40},
{t:"99 ",p:99,x:1060,y:75,w:34,h:30},
{t:"When Peter Senge published “The Fifth Discipline: The ",p:99,x:187,y:149,w:685,h:29},
{t:"Art and Practice of the Learning Organization”, he ",p:99,x:187,y:179,w:693,h:29},
{t:"unleashed something that promised at last to be a way ",p:99,x:187,y:208,w:683,h:29},
{t:"for organizations to achieve a level of authenticity and ",p:99,x:187,y:238,w:685,h:29},
{t:"learning that would provide an unbeatable competitive ",p:99,x:187,y:267,w:684,h:29},
{t:"advantage.  ",p:99,x:187,y:296,w:148,h:29},
{t:"But many organizations mistook the concept of a  ",p:99,x:187,y:355,w:701,h:29},
{t:"‘learning organization’ as meaning more consensus ",p:99,x:187,y:384,w:693,h:29},
{t:"building, more dialogue, more debate…and less ",p:99,x:187,y:414,w:701,h:29},
{t:"closure.  ",p:99,x:187,y:443,w:112,h:29},
{t:"For many, creating a ‘learning organization’ became ",p:99,x:187,y:502,w:690,h:29},
{t:"the central focus. Conferences, workshops, seminars, ",p:99,x:187,y:531,w:687,h:29},
{t:"consultants, executive retreats, books, etc grew out of ",p:99,x:187,y:560,w:685,h:29},
{t:"a genuine interest in what is a sound concept…and a ",p:99,x:187,y:590,w:685,h:29},
{t:"whole new industry emerged.  ",p:99,x:187,y:619,w:373,h:29},
{t:"Then organizations lost their focus.  ",p:99,x:187,y:678,w:447,h:29},
{t:"As mission critical decisions needed to be made and ",p:99,x:187,y:736,w:687,h:29},
{t:"executed with relative speed, these organizations ",p:99,x:187,y:766,w:698,h:29},
{t:"languished in a sea of dialogue, debate, introspection ",p:99,x:187,y:795,w:686,h:29},
{t:"and at times false consensus.  ",p:99,x:187,y:824,w:378,h:29},
{t:"The ‘learning organization’ movement was in trouble.  ",p:99,x:187,y:883,w:663,h:29},
{t:"The central tenet of a learning organization is that no ",p:99,x:187,y:942,w:685,h:29},
{t:"learning can occur without action, reflection and ",p:99,x:187,y:971,w:696,h:29},
{t:"reaction, in a repeating cycle that takes into account ",p:99,x:187,y:1001,w:686,h:29},
{t:"unanticipated outcomes. These cycles occur within ",p:99,x:187,y:1030,w:693,h:29},
{t:"predictable timeframes. Few organizations truly ",p:99,x:187,y:1059,w:706,h:29},
{t:"mastered the ability to use time as a framework to ",p:99,x:187,y:1089,w:689,h:29},
{t:"measure and manage their learning. When I ask the ",p:99,x:187,y:1118,w:687,h:29},
{t:"question “What’s the deadline on this?” in ",p:99,x:187,y:1147,w:710,h:29},
{t:"organizations that are caught in this trap, the ",p:99,x:187,y:1177,w:699,h:29},
{t:"response I often get is “Oh, it’s ongoing”.  ",p:99,x:187,y:1206,w:510,h:29},
{t:"I then advise the leaders that they have to rid their ",p:99,x:187,y:1265,w:688,h:29},
{t:"leadership vocabulary of the word ‘ongoing’.    ",p:99,x:187,y:1294,w:568,h:29},
{t:"Understand that as a leader you need to know and ",p:99,x:187,y:1353,w:689,h:29},
{t:"appreciate the value of identifying mission critical ",p:99,x:187,y:1382,w:694,h:29},
{t:"processes and their time cycles.  ",p:99,x:187,y:1411,w:405,h:29},
{t:"Lead People…Manage Things  ",p:100,x:187,y:66,w:380,h:40},
{t:"100 ",p:100,x:1046,y:75,w:47,h:30},
{t:"These processes cover product/service development, ",p:100,x:187,y:149,w:691,h:29},
{t:"testing, prototyping, implementing, marketing, selling, ",p:100,x:187,y:179,w:685,h:29},
{t:"producing, delivering, follow-up, evaluation and the ",p:100,x:187,y:208,w:691,h:29},
{t:"many support processes involved in making your ",p:100,x:187,y:237,w:695,h:29},
{t:"organization the best place to do business with and to ",p:100,x:187,y:267,w:684,h:29},
{t:"work in.  ",p:100,x:187,y:296,w:116,h:29},
{t:"You have to know when to let a process run and when ",p:100,x:187,y:355,w:684,h:29},
{t:"to intervene. You have to emphasize the need to ",p:100,x:187,y:384,w:694,h:29},
{t:"engage everyone fully in process simplification in order ",p:100,x:187,y:414,w:683,h:29},
{t:"to shorten these cycle times, which will result in lower ",p:100,x:187,y:443,w:684,h:29},
{t:"costs and improved quality, better speed to market, ",p:100,x:187,y:472,w:689,h:29},
{t:"more responsiveness, as well as greater satisfaction for ",p:100,x:187,y:502,w:683,h:29},
{t:"everyone – customers, suppliers, and employees.  ",p:100,x:187,y:531,w:612,h:29},
{t:"This is how to deliver ‘better value, faster.’  ",p:100,x:187,y:590,w:531,h:29},
{t:"It’s okay to be impatient ",p:100,x:187,y:648,w:331,h:29},
{t:"Canadian geophysicist Geoffrey Ballard was awarded ",p:100,x:187,y:678,w:688,h:29},
{t:"an honorary degree from the University of Victoria in ",p:100,x:187,y:707,w:686,h:29},
{t:"British Columbia in 1999 for his pioneering work on ",p:100,x:187,y:736,w:687,h:29},
{t:"hydrogen fuel cell technology, which now promises to ",p:100,x:187,y:766,w:686,h:29},
{t:"replace fossil fuel as our prime source of power.  ",p:100,x:187,y:795,w:600,h:29},
{t:"In his acceptance speech, he told the engineering ",p:100,x:187,y:854,w:692,h:29},
{t:"students assembled to ‘be impatient’. His own journey ",p:100,x:187,y:883,w:684,h:29},
{t:"began in the seventies and would not have succeeded ",p:100,x:187,y:912,w:685,h:29},
{t:"had he been a patient man. He makes a very valid ",p:100,x:187,y:942,w:689,h:29},
{t:"point.  ",p:100,x:187,y:971,w:87,h:29},
{t:"Another case in point is IBM… ",p:100,x:187,y:1030,w:381,h:29},
{t:"April 1, 1993 is a date that many thought would be an ",p:100,x:187,y:1089,w:683,h:29},
{t:"April fool’s day for IBM. At that time, many ",p:100,x:187,y:1118,w:701,h:29},
{t:"commentators were seriously questioning the survival ",p:100,x:187,y:1147,w:686,h:29},
{t:"of Big Blue. In a new economy that rewarded speed, it ",p:100,x:187,y:1177,w:684,h:29},
{t:"certainly looked like IBM’s culture had reached a point ",p:100,x:187,y:1206,w:683,h:29},
{t:"where its slow moving bureaucracy would bog it down.  ",p:100,x:187,y:1235,w:685,h:29},
{t:"But newcomer Lou Gerstner, with stints at RJR ",p:100,x:187,y:1294,w:696,h:29},
{t:"Nabisco and American Express Co. to buoy him along, ",p:100,x:187,y:1323,w:684,h:29},
{t:"knew differently.  ",p:100,x:187,y:1353,w:219,h:29},
{t:"Appointed as Chair and CEO on that faithful day in ",p:100,x:187,y:1411,w:687,h:29},
{t:"April, he set about literally reinventing IBM.  ",p:100,x:187,y:1441,w:553,h:29},
{t:"Lead People…Manage Things  ",p:101,x:187,y:66,w:380,h:40},
{t:"101 ",p:101,x:1046,y:75,w:47,h:30},
{t:"The task before him was daunting…reinvent IBM as a ",p:101,x:187,y:149,w:685,h:29},
{t:"service organization, and break the dependency on ",p:101,x:187,y:179,w:692,h:29},
{t:"hardware and software.   ",p:101,x:187,y:208,w:312,h:29},
{t:"Many thought that bringing someone in from the ",p:101,x:187,y:267,w:694,h:29},
{t:"outside signaled not only a crisis in IBM, but also ",p:101,x:187,y:296,w:690,h:29},
{t:"desperation.  ",p:101,x:187,y:326,w:167,h:29},
{t:"Gerstner proved them wrong. Known as a somewhat ",p:101,x:187,y:384,w:688,h:29},
{t:"impatient man, he quickly moved to keep IBM from ",p:101,x:187,y:414,w:689,h:29},
{t:"breaking up. He established IBM Global Services as ",p:101,x:187,y:443,w:689,h:29},
{t:"the biggest and fastest growing part of the company, ",p:101,x:187,y:472,w:687,h:29},
{t:"representing 43% of sales, and estimated profits of ",p:101,x:187,y:502,w:690,h:29},
{t:"$5.3 billion on service revenue of $35.7 billion, in ",p:101,x:187,y:531,w:691,h:29},
{t:"2001. IBM regained its footing in markets such as ",p:101,x:187,y:560,w:690,h:29},
{t:"servers, software and storage devices also.  ",p:101,x:187,y:590,w:533,h:29},
{t:"Regarded as a very focused leader, he gets to the point ",p:101,x:187,y:648,w:684,h:29},
{t:"quickly and makes it clear to everyone what his ",p:101,x:187,y:678,w:694,h:29},
{t:"expectations are. Turning around an organization as ",p:101,x:187,y:707,w:688,h:29},
{t:"big as IBM in such a relatively short time required ",p:101,x:187,y:736,w:689,h:29},
{t:"such focus and determination, but above all a great ",p:101,x:187,y:766,w:688,h:29},
{t:"sense of timing.  ",p:101,x:187,y:795,w:208,h:29},
{t:"Although ‘patience is a virtue’, and leaders such as ",p:101,x:187,y:854,w:689,h:29},
{t:"Gandhi and Mandela have used it to their advantage, ",p:101,x:187,y:883,w:685,h:29},
{t:"other leaders have used impatience as a spur to ",p:101,x:187,y:912,w:693,h:29},
{t:"action. For example, Steve Jobs of Apple, Lou Gerstner ",p:101,x:187,y:942,w:683,h:29},
{t:"of IBM, Jack Welch of GE are all known for their ",p:101,x:187,y:971,w:691,h:29},
{t:"insistence on speed coupled with quality.    ",p:101,x:187,y:1000,w:535,h:29},
{t:"These leaders know that organizations have a way of ",p:101,x:187,y:1059,w:686,h:29},
{t:"ensuring that, if left alone, everyone eventually slows ",p:101,x:187,y:1089,w:687,h:29},
{t:"down to the pace of the slowest function or process.  ",p:101,x:187,y:1118,w:650,h:29},
{t:"They know that it is the role of the leader to question ",p:101,x:187,y:1177,w:685,h:29},
{t:"this and to insist that the speed and timing of the ",p:101,x:187,y:1206,w:689,h:29},
{t:"whole system is not compromised by a slow performing ",p:101,x:187,y:1235,w:683,h:29},
{t:"part.  ",p:101,x:187,y:1265,w:74,h:29},
{t:"They insist on ‘better value, faster’ from the entire ",p:101,x:187,y:1323,w:690,h:29},
{t:"system, and they are impatient to see it happen. ",p:101,x:187,y:1353,w:599,h:29},
{t:"To emphasize the need for urgency, effective leaders ",p:101,x:187,y:1411,w:688,h:29},
{t:"benchmark against the high performers in their ",p:101,x:187,y:1441,w:698,h:29},
{t:"industry and outside their industry. Their practiced ",p:101,x:187,y:1470,w:690,h:29},
{t:"Lead People…Manage Things  ",p:102,x:187,y:66,w:380,h:40},
{t:"102 ",p:102,x:1046,y:75,w:47,h:30},
{t:"impatience extends to demanding that their managers ",p:102,x:187,y:149,w:685,h:29},
{t:"do this on a regular basis.  ",p:102,x:187,y:179,w:336,h:29},
{t:"Hospitals benchmark their admissions processes not ",p:102,x:187,y:237,w:688,h:29},
{t:"just with other hospitals, but other industries, such as ",p:102,x:187,y:267,w:683,h:29},
{t:"hotels.  ",p:102,x:187,y:296,w:97,h:29},
{t:"Manufacturers study theme parks to see how they ",p:102,x:187,y:355,w:691,h:29},
{t:"tackle total quality and maintenance.  ",p:102,x:187,y:384,w:472,h:29},
{t:"Process cycle times are ideally suited to such studies, ",p:102,x:187,y:443,w:686,h:29},
{t:"because time is a universal concept. Such studies ",p:102,x:187,y:472,w:692,h:29},
{t:"bring fresh thinking into an organization, and place a ",p:102,x:187,y:502,w:685,h:29},
{t:"renewed emphasis on the value of time and timely ",p:102,x:187,y:531,w:690,h:29},
{t:"execution.  ",p:102,x:187,y:560,w:141,h:29},
{t:"But keep in mind that effective leaders do not pursue ",p:102,x:187,y:619,w:685,h:29},
{t:"speed or emphasize urgency just for the sake of it.  ",p:102,x:187,y:648,w:631,h:29},
{t:"On the contrary, they engage their organizations in a ",p:102,x:187,y:707,w:686,h:29},
{t:"race against time for valid, market driven reasons. And ",p:102,x:187,y:736,w:683,h:29},
{t:"they are explicit about those reasons...faster ",p:102,x:187,y:766,w:709,h:29},
{t:"product/service development, on time delivery, shorter ",p:102,x:187,y:795,w:684,h:29},
{t:"response times, etc. with a payoff in improved ",p:102,x:187,y:824,w:698,h:29},
{t:"customer satisfaction, lower costs, improved ",p:102,x:187,y:854,w:716,h:29},
{t:"profitability and increased market share.  ",p:102,x:187,y:883,w:515,h:29},
{t:"And they always look for these bottom line payoffs ",p:102,x:187,y:942,w:690,h:29},
{t:"before giving the green light to something. No use ",p:102,x:187,y:971,w:692,h:29},
{t:"being the fastest kid on the block if you are also the ",p:102,x:187,y:1000,w:686,h:29},
{t:"poorest. ",p:102,x:187,y:1030,w:106,h:29},
{t:"The role of Project Management in a time-based ",p:102,x:187,y:1089,w:633,h:29},
{t:"strategy ",p:102,x:187,y:1118,w:115,h:29},
{t:"Project Management has been billed as THE ",p:102,x:187,y:1147,w:705,h:29},
{t:"management system for the new millennium.  ",p:102,x:187,y:1177,w:568,h:29},
{t:"Management guru Tom Peters, amongst others, has ",p:102,x:187,y:1235,w:689,h:29},
{t:"long acknowledged its importance in ensuring well ",p:102,x:187,y:1265,w:692,h:29},
{t:"planned, well timed and well executed strategy.  The ",p:102,x:187,y:1294,w:687,h:29},
{t:"discussions that need to take place within a proper ",p:102,x:187,y:1323,w:689,h:29},
{t:"project management framework always emphasize the ",p:102,x:187,y:1353,w:685,h:29},
{t:"timely performance of critical tasks.  ",p:102,x:187,y:1382,w:454,h:29},
{t:"Professional project managers know this only too well.  ",p:102,x:187,y:1441,w:679,h:29},
{t:"Lead People…Manage Things  ",p:103,x:187,y:66,w:380,h:40},
{t:"103 ",p:103,x:1046,y:75,w:47,h:30},
{t:"Novices on the other hand like to ‘get things done ",p:103,x:187,y:149,w:691,h:29},
{t:"quickly and out of the way’, which in a project ",p:103,x:187,y:179,w:695,h:29},
{t:"management sense makes no sense. ",p:103,x:187,y:208,w:453,h:29},
{t:"Your leadership role in ensuring that Project ",p:103,x:187,y:267,w:705,h:29},
{t:"Management becomes a way of life in your ",p:103,x:187,y:296,w:705,h:29},
{t:"organization is essential to the success of your focus.  ",p:103,x:187,y:326,w:667,h:29},
{t:"As you help others identify the many ways by which ",p:103,x:187,y:384,w:686,h:29},
{t:"the focus can be achieved, a critical few will translate ",p:103,x:187,y:414,w:685,h:29},
{t:"into major projects.  ",p:103,x:187,y:443,w:254,h:29},
{t:"Would you place all your bets on a horse that received ",p:103,x:187,y:502,w:684,h:29},
{t:"only limited training? Many leaders do this with ",p:103,x:187,y:531,w:695,h:29},
{t:"projects. In their keenness to get going, they pull ",p:103,x:187,y:560,w:692,h:29},
{t:"project teams together quickly and assume (wrongly as ",p:103,x:187,y:590,w:683,h:29},
{t:"it turns out) that the members, because they have ",p:103,x:187,y:619,w:690,h:29},
{t:"‘worked on projects before’ have the skills and the ",p:103,x:187,y:648,w:690,h:29},
{t:"discipline to make it happen this time.  ",p:103,x:187,y:678,w:487,h:29},
{t:"Do yourself a favor. Invite a project management ",p:103,x:187,y:736,w:695,h:29},
{t:"professional in to your organization to assess your ",p:103,x:187,y:766,w:691,h:29},
{t:"organizations capacity to execute projects…then listen ",p:103,x:187,y:795,w:685,h:29},
{t:"to the feedback. You may be shocked by the results.  ",p:103,x:187,y:824,w:654,h:29},
{t:"Everyone in your organization is impacted by these ",p:103,x:187,y:883,w:690,h:29},
{t:"major projects, not just the team members. And ",p:103,x:187,y:912,w:695,h:29},
{t:"everyone needs to understand the importance of ",p:103,x:187,y:942,w:697,h:29},
{t:"project management as a skill that THEY need to ",p:103,x:187,y:971,w:692,h:29},
{t:"develop in order to personally succeed. This applies to ",p:103,x:187,y:1000,w:684,h:29},
{t:"you also.  ",p:103,x:187,y:1030,w:125,h:29},
{t:"But traditional project management will not be enough ",p:103,x:187,y:1089,w:683,h:29},
{t:"to make projects succeed. It hasn’t in the past, mainly ",p:103,x:187,y:1118,w:684,h:29},
{t:"because it was an engineers’ domain, and unless you ",p:103,x:187,y:1147,w:686,h:29},
{t:"were an engineer, you simply shunned the seemingly ",p:103,x:187,y:1177,w:686,h:29},
{t:"stodgy world of Gantt Charts, PERT Charts and ",p:103,x:187,y:1206,w:696,h:29},
{t:"Critical Paths.  ",p:103,x:187,y:1235,w:190,h:29},
{t:"But a lot has changed in recent years…and for the ",p:103,x:187,y:1294,w:689,h:29},
{t:"better.  ",p:103,x:187,y:1323,w:95,h:29},
{t:"Organizations have found ways to inject excitement ",p:103,x:187,y:1382,w:690,h:29},
{t:"and fun into projects, to bring them into the everyday ",p:103,x:187,y:1411,w:684,h:29},
{t:"life of ordinary folk, and to make them an adventure.  ",p:103,x:187,y:1441,w:663,h:29},
{t:"Lead People…Manage Things  ",p:104,x:187,y:66,w:380,h:40},
{t:"104 ",p:104,x:1046,y:75,w:47,h:30},
{t:"The neatest thing about projects is that they have a ",p:104,x:187,y:149,w:687,h:29},
{t:"beginning, middle and end…that is, they are not ",p:104,x:187,y:179,w:694,h:29},
{t:"‘ongoing’, (that word again) they are pure time and ",p:104,x:187,y:208,w:690,h:29},
{t:"outcome based cycles. ",p:104,x:187,y:237,w:280,h:29},
{t:"So what should you emphasize, as a leader, about ",p:104,x:187,y:296,w:690,h:29},
{t:"projects, that will excite people about their potential?  ",p:104,x:187,y:326,w:666,h:29},
{t:"Here are a few pointers: ",p:104,x:187,y:414,w:298,h:29},
{t:"• ",p:104,x:225,y:472,w:17,h:30},
{t:"Developing project management sk ills is a ",p:104,x:262,y:474,w:634,h:29},
{t:"prerequisite to advan cement in the orga nization. ",p:104,x:262,y:503,w:581,h:29},
{t:"• ",p:104,x:225,y:557,w:17,h:30},
{t:"The organization va lues short run (e.g. 90 days) ",p:104,x:262,y:559,w:628,h:29},
{t:"experiments, in which small well-executed projects ",p:104,x:262,y:588,w:609,h:29},
{t:"build on each other to produce phenomenal ",p:104,x:262,y:618,w:639,h:29},
{t:"results. Being on a project team is n ot a life ",p:104,x:262,y:647,w:622,h:29},
{t:"sentence! ",p:104,x:262,y:676,w:123,h:29},
{t:"• ",p:104,x:225,y:731,w:17,h:30},
{t:"Being on a project team pu ts you in the forefront ",p:104,x:262,y:732,w:616,h:29},
{t:"of change in the organization",p:104,x:262,y:762,w:378,h:29},
{t:" and allows you to ",p:104,x:625,y:762,w:259,h:29},
{t:"contribute to its success in a unique way. ",p:104,x:262,y:791,w:497,h:29},
{t:"• ",p:104,x:224,y:845,w:17,h:30},
{t:"Being a member o",p:104,x:262,y:847,w:235,h:29},
{t:"f a project team helps develop",p:104,x:489,y:847,w:387,h:29},
{t:"community within the organ ization, and creates ",p:104,x:262,y:876,w:620,h:29},
{t:"lasting friendships in a way that no other ",p:104,x:262,y:906,w:624,h:29},
{t:"management system could. ",p:104,x:262,y:935,w:342,h:29},
{t:"• ",p:104,x:224,y:989,w:17,h:30},
{t:"Reward and recognition for b eing a member of a ",p:104,x:262,y:991,w:617,h:29},
{t:"project team is timely, relev ant and measured. ",p:104,x:262,y:1020,w:554,h:29},
{t:"• ",p:104,x:224,y:1075,w:17,h:30},
{t:"Project Management is a portable skill in demand ",p:104,x:262,y:1076,w:610,h:29},
{t:"in all indu stries today and into the futu re. ",p:104,x:262,y:1105,w:502,h:29},
{t:"• ",p:104,x:224,y:1160,w:17,h:30},
{t:"Project teams are exciting an",p:104,x:262,y:1161,w:352,h:29},
{t:"d fun! ",p:104,x:600,y:1161,w:80,h:29},
{t:"Tips for getting timing right ",p:104,x:187,y:1216,w:376,h:29},
{t:"Today, time based performance, whether it is in ",p:104,x:187,y:1245,w:696,h:29},
{t:"developing and introducing new value adding ",p:104,x:187,y:1274,w:707,h:29},
{t:"products/services or reducing the time it takes to ",p:104,x:187,y:1304,w:692,h:29},
{t:"produce & deliver them represents a leading ",p:104,x:187,y:1333,w:705,h:29},
{t:"competitive edge.  ",p:104,x:187,y:1362,w:226,h:29},
{t:"How you manage it will depend on how much value ",p:104,x:187,y:1421,w:688,h:29},
{t:"you place on time and timing. Here are some tips that ",p:104,x:187,y:1451,w:684,h:29},
{t:"Lead People…Manage Things  ",p:105,x:187,y:66,w:380,h:40},
{t:"105 ",p:105,x:1046,y:75,w:47,h:30},
{t:"will help you take a leadership position on this ",p:105,x:187,y:149,w:695,h:29},
{t:"important subject: ",p:105,x:187,y:179,w:234,h:29},
{t:"Prioritize ",p:105,x:187,y:237,w:132,h:29},
{t:"Make time and timing a top priority. Demonstrate this ",p:105,x:187,y:267,w:684,h:29},
{t:"by making it a performance indicator alongside such ",p:105,x:187,y:296,w:687,h:29},
{t:"things as productivity, quality and costs. ",p:105,x:187,y:326,w:507,h:29},
{t:"Emphasize cycles of change ",p:105,x:187,y:384,w:378,h:29},
{t:"Rid your organization of the notion that change is ",p:105,x:187,y:414,w:691,h:29},
{t:"‘continuous’ or ‘ongoing’. Change happens in well-",p:105,x:187,y:443,w:675,h:29},
{t:"managed cycles, and these cycles need to have built in ",p:105,x:187,y:472,w:683,h:29},
{t:"mechanisms that provide the organization the ",p:105,x:187,y:502,w:705,h:29},
{t:"opportunity to take ‘time out’ to review and revise its ",p:105,x:187,y:531,w:686,h:29},
{t:"approaches.  ",p:105,x:187,y:560,w:164,h:29},
{t:"Compress cycle times ",p:105,x:187,y:619,w:290,h:29},
{t:"Make your change cycles occur at short time intervals, ",p:105,x:187,y:648,w:683,h:29},
{t:"and find ways to link one cycle with the next.  ",p:105,x:187,y:678,w:569,h:29},
{t:"What’s a short cycle? Try 90 days.  ",p:105,x:187,y:736,w:434,h:29},
{t:"If something can’t be tried out and proven within 90 ",p:105,x:187,y:795,w:687,h:29},
{t:"days, break it down into smaller chunks that can. ",p:105,x:187,y:824,w:619,h:29},
{t:"Lead by example ",p:105,x:187,y:883,w:230,h:29},
{t:"Identify your own personal critical processes (e.g. goal ",p:105,x:187,y:912,w:685,h:29},
{t:"setting, communication, performance appraisal etc.) ",p:105,x:187,y:942,w:692,h:29},
{t:"and make them examples of timely performance.  ",p:105,x:187,y:971,w:611,h:29},
{t:"Apply the concepts of process simplification to make ",p:105,x:187,y:1030,w:687,h:29},
{t:"these processes a model for other larger organizational ",p:105,x:187,y:1059,w:684,h:29},
{t:"processes. ",p:105,x:187,y:1089,w:134,h:29},
{t:"Follow-up ",p:105,x:187,y:1147,w:136,h:29},
{t:"Make timely follow-up a key ingredient of how you ",p:105,x:187,y:1177,w:690,h:29},
{t:"lead. Develop a system around this, and insist that ",p:105,x:187,y:1206,w:689,h:29},
{t:"your followers do the same.  ",p:105,x:187,y:1235,w:351,h:29},
{t:"I know of no other single reason for lost time and ",p:105,x:187,y:1294,w:691,h:29},
{t:"mistimed opportunities in organizations than lack of ",p:105,x:187,y:1323,w:688,h:29},
{t:"leader follow-up and accountability. ",p:105,x:187,y:1353,w:447,h:29},
{t:"Lead People…Manage Things  ",p:106,x:187,y:66,w:380,h:40},
{t:"106 ",p:106,x:1046,y:75,w:47,h:30},
{t:"Use reasoned logic to tell you ‘when’ ",p:106,x:187,y:149,w:492,h:29},
{t:"When people want to charge ahead with a risky idea, ",p:106,x:187,y:179,w:686,h:29},
{t:"ask ‘why now?’ (as opposed to a week, month, quarter ",p:106,x:187,y:208,w:684,h:29},
{t:"from now).  ",p:106,x:187,y:237,w:146,h:29},
{t:"Demand a reasoned, logical answer…an inescapable ",p:106,x:187,y:296,w:689,h:29},
{t:"logic. Ask ‘what will moving on this now do for us?’ ",p:106,x:187,y:326,w:688,h:29},
{t:"and ‘what will not moving on this now do for us?’ ",p:106,x:187,y:355,w:609,h:29},
{t:"Know the payoff ",p:106,x:187,y:414,w:225,h:29},
{t:"Remember that excellence in timing, and time-based ",p:106,x:187,y:443,w:688,h:29},
{t:"innovation, are not ends in themselves. They must ",p:106,x:187,y:472,w:691,h:29},
{t:"clearly show bottom line results.  ",p:106,x:187,y:502,w:413,h:29},
{t:"Link timely execution to a strategic outcome. ",p:106,x:187,y:560,w:557,h:29},
{t:"Use external cues ",p:106,x:187,y:619,w:240,h:29},
{t:"The external environment will tell you when it is time ",p:106,x:187,y:648,w:685,h:29},
{t:"to move on something more so than the internal ",p:106,x:187,y:678,w:693,h:29},
{t:"environment.  ",p:106,x:187,y:707,w:178,h:29},
{t:"Use first hand information from customers, suppliers ",p:106,x:187,y:766,w:686,h:29},
{t:"and other external stakeholders to supplement what ",p:106,x:187,y:795,w:688,h:29},
{t:"the ‘internal data’ tells you. Very often internal data a ",p:106,x:187,y:824,w:685,h:29},
{t:"leader receives has been ‘washed’ to make it more ",p:106,x:187,y:854,w:691,h:29},
{t:"palatable, and delayed because of internal processes ",p:106,x:187,y:883,w:688,h:29},
{t:"that aim to make the provider of such data look ",p:106,x:187,y:912,w:693,h:29},
{t:"‘smart’.  ",p:106,x:187,y:942,w:106,h:29},
{t:"Effective leaders gain first hand and up to date ",p:106,x:187,y:1001,w:695,h:29},
{t:"knowledge of the external environment by going ",p:106,x:187,y:1030,w:697,h:29},
{t:"directly to the source (Hanson and Kelleher, the two ",p:106,x:187,y:1059,w:687,h:29},
{t:"leaders mentioned earlier are good examples of this).  ",p:106,x:187,y:1089,w:659,h:29},
{t:"The Japanese call this ‘going to the Gemba’, (the place ",p:106,x:187,y:1147,w:684,h:29},
{t:"where business gets done) and it works. ",p:106,x:187,y:1177,w:497,h:29},
{t:"Emphasize value with speed ",p:106,x:187,y:1235,w:383,h:29},
{t:"Find ways to reward and recognize people for ",p:106,x:187,y:1265,w:700,h:29},
{t:"exemplifying ‘better value, faster’. This emphasizes the ",p:106,x:187,y:1294,w:684,h:29},
{t:"value of relative speed, i.e. being faster at providing ",p:106,x:187,y:1323,w:688,h:29},
{t:"value. ",p:106,x:187,y:1353,w:81,h:29},
{t:"Lead People…Manage Things  ",p:107,x:187,y:66,w:380,h:40},
{t:"107 ",p:107,x:1046,y:75,w:47,h:30},
{t:"Use dialogue and consensus building to move ",p:107,x:187,y:149,w:696,h:29},
{t:"things along ",p:107,x:187,y:179,w:175,h:29},
{t:"Encourage open dialogue, but place a special value on ",p:107,x:187,y:208,w:684,h:29},
{t:"closure.  ",p:107,x:187,y:237,w:112,h:29},
{t:"Be ready to make solitary decisions when the ",p:107,x:187,y:296,w:699,h:29},
{t:"consensus building mechanisms bog down. Let people ",p:107,x:187,y:326,w:684,h:29},
{t:"know that you reserve the right to do this if consensus ",p:107,x:187,y:355,w:684,h:29},
{t:"cannot be reached within a certain timeframe…but ",p:107,x:187,y:384,w:691,h:29},
{t:"beware of false consensus. ",p:107,x:187,y:414,w:333,h:29},
{t:"Develop excellent decision-making skills ",p:107,x:187,y:472,w:544,h:29},
{t:"Do this for yourself and for those around you.  ",p:107,x:187,y:502,w:577,h:29},
{t:"Decision-making is a process that can be learned.  ",p:107,x:187,y:560,w:625,h:29},
{t:"Define your decision–making processes, especially the ",p:107,x:187,y:619,w:685,h:29},
{t:"ones involving groups tackling complex issues. ",p:107,x:187,y:648,w:580,h:29},
{t:"Lead People…Manage Things  ",p:108,x:187,y:66,w:380,h:40},
{t:"108 ",p:108,x:1046,y:75,w:47,h:30},
{t:"Summary of Key Questions ",p:108,x:187,y:149,w:363,h:29},
{t:"There are many questions you can ask yourself and ",p:108,x:187,y:179,w:687,h:29},
{t:"those around you concerning timing. The following list ",p:108,x:187,y:208,w:683,h:29},
{t:"will help get you started: ",p:108,x:187,y:237,w:309,h:29},
{t:"• ",p:108,x:225,y:296,w:17,h:30},
{t:"How much time do I need to allow to a",p:108,x:262,y:298,w:497,h:29},
{t:"chieve the ",p:108,x:741,y:298,w:136,h:29},
{t:"focus? ",p:108,x:262,y:327,w:86,h:29},
{t:"• ",p:108,x:225,y:725,w:17,h:30},
{t:"What first-hand external cues do I need to pay ",p:108,x:262,y:727,w:638,h:29},
{t:"attention to in order to make timely dec",p:108,x:262,y:756,w:473,h:29},
{t:"isions? ",p:108,x:726,y:756,w:91,h:29},
{t:"• ",p:108,x:225,y:1124,w:17,h:30},
{t:"What time-based performance indicators do I need ",p:108,x:262,y:1126,w:633,h:29},
{t:"to establish in order to en sure that we move at the ",p:108,x:262,y:1155,w:621,h:29},
{t:"appropriate speed? ",p:108,x:262,y:1184,w:241,h:29},
{t:"Lead People…Manage Things  ",p:109,x:187,y:66,w:380,h:40},
{t:"109 ",p:109,x:1046,y:75,w:47,h:30},
{t:"• ",p:109,x:225,y:233,w:17,h:30},
{t:"How can these time-based performance indicators ",p:109,x:262,y:235,w:634,h:29},
{t:"be linked to a strategic outcome? ",p:109,x:262,y:264,w:412,h:29},
{t:"• ",p:109,x:225,y:741,w:17,h:30},
{t:"What cycle times d o we need to compress to be ",p:109,x:262,y:743,w:622,h:29},
{t:"competitive? ",p:109,x:262,y:772,w:160,h:29},
{t:"• ",p:109,x:225,y:1141,w:17,h:30},
{t:"How can we recognize and reward people for ",p:109,x:262,y:1142,w:628,h:29},
{t:"embracing the concept of ‘better value, fa",p:109,x:262,y:1171,w:489,h:29},
{t:"ster’ ",p:109,x:744,y:1171,w:60,h:29},
{t:"Lead People…Manage Things  ",p:110,x:187,y:66,w:380,h:40},
{t:"110 ",p:110,x:1046,y:75,w:47,h:30},
{t:"• ",p:110,x:225,y:149,w:17,h:30},
{t:"How can I lead by example concerning ‘better ",p:110,x:262,y:151,w:628,h:29},
{t:"value, faster’? ",p:110,x:262,y:180,w:177,h:29},
{t:"• ",p:110,x:225,y:746,w:17,h:30},
{t:"How can I inculcate our culture with the concepts ",p:110,x:262,y:747,w:634,h:29},
{t:"of 90-day change cycles and project management? ",p:110,x:262,y:776,w:603,h:29},
{t:"Lead People…Manage Things  ",p:111,x:187,y:66,w:380,h:40},
{t:"111 ",p:111,x:1046,y:75,w:47,h:30},
{t:"• ",p:111,x:225,y:149,w:17,h:30},
{t:"How can I avoid the ‘learning organization’ trap of ",p:111,x:262,y:151,w:636,h:29},
{t:"‘all dialo gue and little closure’? How can I use time",p:111,x:262,y:180,w:614,h:29},
{t:"(and impatience) to move thin gs along? ",p:111,x:262,y:210,w:470,h:29},
{t:"• ",p:111,x:225,y:766,w:17,h:30},
{t:"How can we develo p our decision-ma king skills ",p:111,x:262,y:768,w:615,h:29},
{t:"rapidly? ",p:111,x:262,y:797,w:106,h:29},
{t:"Lead People…Manage Things  ",p:112,x:187,y:66,w:380,h:40},
{t:"112 ",p:112,x:1046,y:75,w:47,h:30},
{t:"A Final Note on TIMING ",p:112,x:187,y:149,w:318,h:29},
{t:"You will always look back and wonder whether or not ",p:112,x:187,y:179,w:685,h:29},
{t:"you got the timing right.  ",p:112,x:187,y:208,w:312,h:29},
{t:"Yet you will never fully know the truth.  ",p:112,x:187,y:267,w:493,h:29},
{t:"Being fully committed to your focus will always propel ",p:112,x:187,y:326,w:685,h:29},
{t:"you forward. Sometimes you will get the timing right, ",p:112,x:187,y:355,w:686,h:29},
{t:"sometimes it will be off. Although you need to create ",p:112,x:187,y:384,w:687,h:29},
{t:"opportunities for dialogue and consensus building, ",p:112,x:187,y:414,w:693,h:29},
{t:"don’t allow it to be used as a crutch for inaction.  ",p:112,x:187,y:443,w:609,h:29},
{t:"On the other hand, beware of those who would entice ",p:112,x:187,y:502,w:685,h:29},
{t:"you into taking ‘urgent action’ without good reason.  ",p:112,x:187,y:531,w:648,h:29},
{t:"The reality is that there are very few truly ‘urgent’ ",p:112,x:187,y:590,w:690,h:29},
{t:"issues in our lives, just those we let become urgent. I ",p:112,x:187,y:619,w:686,h:29},
{t:"particularly like how Mother Theresa put it when she ",p:112,x:187,y:648,w:686,h:29},
{t:"said:   ",p:112,x:187,y:678,w:82,h:29},
{t:"“Even when the urgent is good, the good can keep you ",p:112,x:187,y:736,w:685,h:29},
{t:"from your best, keep you from your unique contribution, ",p:112,x:187,y:766,w:682,h:29},
{t:"if you let it” ",p:112,x:187,y:795,w:145,h:29},
{t:"Remember…better value, faster.  ",p:112,x:187,y:854,w:409,h:29},
{t:"Make time your ally.  ",p:112,x:187,y:912,w:266,h:29},
{t:"See the bibliography section for more references on ",p:112,x:187,y:1004,w:690,h:29},
{t:"Timing ",p:112,x:187,y:1033,w:91,h:29},
{t:"Lead People…Manage Things  ",p:113,x:187,y:66,w:380,h:40},
{t:"113 ",p:113,x:1046,y:75,w:47,h:30},
{t:"Conclusion ",p:113,x:187,y:174,w:178,h:34},
{t:"I started out at the beginning of this book by saying ",p:113,x:187,y:215,w:687,h:29},
{t:"that the world needs great leaders. Nothing has ",p:113,x:187,y:244,w:696,h:29},
{t:"changed over the period within which I have worked ",p:113,x:187,y:274,w:687,h:29},
{t:"on this manuscript.  ",p:113,x:187,y:303,w:258,h:29},
{t:"No great new leaders have emerged. (I know, brave ",p:113,x:187,y:362,w:690,h:29},
{t:"leaders such as Rudy Giuliani, George W. Bush and ",p:113,x:187,y:391,w:687,h:29},
{t:"Tony Blair, in their battle against the evil of terrorism, ",p:113,x:187,y:420,w:684,h:29},
{t:"are fighting a BIG crisis. We will have to wait for their ",p:113,x:187,y:450,w:685,h:29},
{t:"BIG ideas).  ",p:113,x:187,y:479,w:150,h:29},
{t:"Your journey towards becoming a great leader is ",p:113,x:187,y:538,w:695,h:29},
{t:"unique to you.  ",p:113,x:187,y:567,w:193,h:29},
{t:"You do not have to succeed on a scale similar to many ",p:113,x:187,y:626,w:684,h:29},
{t:"of the leaders quoted in this book. Your success may ",p:113,x:187,y:655,w:686,h:29},
{t:"be within your own family, your work team, your ",p:113,x:187,y:684,w:692,h:29},
{t:"organization or community.  ",p:113,x:187,y:714,w:354,h:29},
{t:"How much success you attract to you is largely ",p:113,x:187,y:772,w:694,h:29},
{t:"dependent on the choices you make (remember, ",p:113,x:187,y:802,w:697,h:29},
{t:"leadership is a decision, not a position) and of course ",p:113,x:187,y:831,w:685,h:29},
{t:"your degree of commitment.  ",p:113,x:187,y:861,w:358,h:29},
{t:"Concerning commitment, W. H. Murray, speaking ",p:113,x:187,y:919,w:696,h:29},
{t:"about the Scottish Himalayan Experience towards the ",p:113,x:187,y:949,w:685,h:29},
{t:"end of the 19th century, had this to say about it: ",p:113,x:187,y:978,w:596,h:29},
{t:"Until one is committed, there is hesitancy, the chance to ",p:113,x:187,y:1037,w:683,h:29},
{t:"draw back. ",p:113,x:187,y:1066,w:143,h:29},
{t:"Concerning all acts of initiative and creation, there is ",p:113,x:187,y:1125,w:688,h:29},
{t:"one elementary truth, the ignorance of which kills ",p:113,x:187,y:1154,w:694,h:29},
{t:"countless ideas and splendid plans: ",p:113,x:187,y:1183,w:439,h:29},
{t:"That the moment one definitely commits oneself, then ",p:113,x:187,y:1242,w:688,h:29},
{t:"Providence moves too. ",p:113,x:187,y:1271,w:270,h:29},
{t:"All sorts of things occur to help one that would never ",p:113,x:187,y:1330,w:687,h:29},
{t:"otherwise have occurred. ",p:113,x:187,y:1359,w:307,h:29},
{t:"A whole stream of events issues from the decision, ",p:113,x:187,y:1418,w:691,h:29},
{t:"raising in one’s favor all manner of unforeseen incidents ",p:113,x:187,y:1447,w:682,h:29},
{t:"Lead People…Manage Things  ",p:114,x:187,y:66,w:380,h:40},
{t:"114 ",p:114,x:1046,y:75,w:47,h:30},
{t:"and meetings and material assistance, which no man ",p:114,x:187,y:149,w:687,h:29},
{t:"could have dreamt would have come his way. ",p:114,x:187,y:179,w:556,h:29},
{t:"I have learned a deep respect for one of Goethe’s ",p:114,x:187,y:237,w:692,h:29},
{t:"couplets: ",p:114,x:187,y:267,w:113,h:29},
{t:"“Whatever you can do, or dream you can, begin it. ",p:114,x:187,y:326,w:690,h:29},
{t:"Boldness has genius, power and magic in it” ",p:114,x:187,y:355,w:541,h:29},
{t:"Are you ready to change the world? ",p:114,x:187,y:414,w:439,h:29},
{t:"Lead People…Manage Things  ",p:115,x:187,y:66,w:380,h:40},
{t:"115 ",p:115,x:1046,y:75,w:47,h:30},
{t:"User’s Guide  ",p:115,x:187,y:204,w:298,h:48},
{t:"to the Five Facets ",p:115,x:187,y:253,w:407,h:48},
{t:"I thought that I might provide you with a few pages ",p:115,x:187,y:308,w:688,h:29},
{t:"summarizing the thinking behind the Five Facets. ",p:115,x:187,y:337,w:693,h:29},
{t:"Think of this as a short User’s Guide that you can ",p:115,x:187,y:367,w:689,h:29},
{t:"carry with you and refer to often. Here it is: ",p:115,x:187,y:396,w:538,h:29},
{t:"----------------Cut-out and keep-------------------------- ",p:115,x:216,y:455,w:643,h:29},
{t:"FOCUS ",p:115,x:187,y:513,w:99,h:29},
{t:"TIPS ",p:115,x:297,y:573,w:69,h:29},
{t:"KEY QUESTIONS ",p:115,x:561,y:573,w:228,h:29},
{t:"Your FOCUS needs to be… ",p:115,x:187,y:628,w:280,h:24},
{t:"o ",p:115,x:224,y:677,w:18,h:25},
{t:"A Central Theme ",p:115,x:262,y:677,w:177,h:24},
{t:"It MUST be critical to ",p:115,x:262,y:701,w:211,h:24},
{t:"the success of your ",p:115,x:262,y:725,w:197,h:24},
{t:"organization ",p:115,x:262,y:750,w:130,h:24},
{t:"o ",p:115,x:224,y:800,w:18,h:25},
{t:"An Enduring End ",p:115,x:262,y:799,w:186,h:24},
{t:"Result ",p:115,x:262,y:823,w:71,h:24},
{t:"Let it represent a ",p:115,x:262,y:848,w:175,h:24},
{t:"leader’s legacy ",p:115,x:262,y:872,w:156,h:24},
{t:"o ",p:115,x:224,y:922,w:18,h:25},
{t:"A Call to Action ",p:115,x:262,y:921,w:164,h:24},
{t:"When people hear it ",p:115,x:262,y:946,w:204,h:24},
{t:"they immediately ",p:115,x:262,y:970,w:178,h:24},
{t:"react by thinking of ",p:115,x:262,y:995,w:199,h:24},
{t:"ways to achieve it ",p:115,x:262,y:1019,w:186,h:24},
{t:"  ",p:115,x:262,y:1043,w:13,h:24},
{t:"o ",p:115,x:224,y:1069,w:18,h:25},
{t:"A New Much Higher ",p:115,x:262,y:1068,w:209,h:24},
{t:"Standard ",p:115,x:262,y:1092,w:101,h:24},
{t:"This is certainly not ",p:115,x:262,y:1117,w:202,h:24},
{t:"‘business as usual’ ",p:115,x:262,y:1141,w:199,h:24},
{t:"– it can be described ",p:115,x:262,y:1166,w:211,h:24},
{t:"as a ‘breakaway ",p:115,x:262,y:1190,w:176,h:24},
{t:"strategy’ ",p:115,x:262,y:1215,w:94,h:24},
{t:"o ",p:115,x:224,y:1264,w:18,h:25},
{t:"A BIG idea ",p:115,x:262,y:1264,w:115,h:24},
{t:"Not just a response ",p:115,x:262,y:1288,w:198,h:24},
{t:"to a BIG crisis ",p:115,x:262,y:1313,w:146,h:24},
{t:"o ",p:115,x:555,y:629,w:18,h:25},
{t:"Describe your focus ",p:115,x:592,y:628,w:208,h:24},
{t:"(7+/-2) ",p:115,x:592,y:652,w:78,h:24},
{t:"o ",p:115,x:555,y:677,w:18,h:25},
{t:"What are the ‘towards ",p:115,x:592,y:677,w:230,h:24},
{t:"motivators?’ ",p:115,x:592,y:701,w:130,h:24},
{t:"o ",p:115,x:555,y:726,w:18,h:25},
{t:"What are the ‘away ",p:115,x:592,y:726,w:201,h:24},
{t:"from motivators’? ",p:115,x:592,y:750,w:184,h:24},
{t:"o ",p:115,x:555,y:775,w:18,h:25},
{t:"How clear and ",p:115,x:592,y:775,w:152,h:24},
{t:"unambiguous is my ",p:115,x:592,y:799,w:208,h:24},
{t:"focus? ",p:115,x:592,y:823,w:72,h:24},
{t:"o ",p:115,x:555,y:849,w:18,h:25},
{t:"How specific and ",p:115,x:592,y:848,w:178,h:24},
{t:"measurable is it? ",p:115,x:592,y:872,w:181,h:24},
{t:"o ",p:115,x:555,y:898,w:18,h:25},
{t:"How much does it ",p:115,x:592,y:897,w:189,h:24},
{t:"excite and scare me ",p:115,x:592,y:921,w:207,h:24},
{t:"(get me up in the ",p:115,x:592,y:946,w:179,h:24},
{t:"morning; keep me ",p:115,x:592,y:970,w:190,h:24},
{t:"awake at night)? ",p:115,x:592,y:995,w:174,h:24},
{t:"o ",p:115,x:555,y:1020,w:18,h:25},
{t:"Is it central to our ",p:115,x:592,y:1019,w:190,h:24},
{t:"organization’s ",p:115,x:592,y:1044,w:148,h:24},
{t:"success? ",p:115,x:592,y:1068,w:97,h:24},
{t:"o ",p:115,x:555,y:1093,w:18,h:25},
{t:"Do I have the energy ",p:115,x:592,y:1092,w:215,h:24},
{t:"to achieve it? ",p:115,x:592,y:1117,w:140,h:24},
{t:"o ",p:115,x:555,y:1142,w:18,h:25},
{t:"Am I willing to stake ",p:115,x:592,y:1141,w:214,h:24},
{t:"my career on it? ",p:115,x:592,y:1166,w:171,h:24},
{t:"o ",p:115,x:555,y:1191,w:18,h:25},
{t:"Does it excite others? ",p:115,x:592,y:1190,w:224,h:24},
{t:"o ",p:115,x:555,y:1215,w:18,h:25},
{t:"Do they have the ",p:115,x:592,y:1215,w:178,h:24},
{t:"energy to achieve it? ",p:115,x:592,y:1239,w:213,h:24},
{t:"o ",p:115,x:555,y:1264,w:18,h:25},
{t:"Does it get a negative ",p:115,x:592,y:1264,w:223,h:24},
{t:"reaction from some ",p:115,x:592,y:1288,w:202,h:24},
{t:"people? ",p:115,x:592,y:1313,w:83,h:24},
{t:"Lead People…Manage Things  ",p:116,x:187,y:66,w:380,h:40},
{t:"116 ",p:116,x:1046,y:75,w:47,h:30},
{t:"----------------Cut-out and keep------------------------- ",p:116,x:216,y:149,w:633,h:29},
{t:"AUTHENTICITY ",p:116,x:187,y:208,w:210,h:29},
{t:"TIPS ",p:116,x:297,y:268,w:69,h:29},
{t:"KEY QUESTIONS ",p:116,x:561,y:268,w:228,h:29},
{t:"To be more Authentic… ",p:116,x:187,y:323,w:246,h:24},
{t:"o ",p:116,x:224,y:372,w:18,h:25},
{t:"Spend more time ",p:116,x:262,y:371,w:180,h:24},
{t:"with yourself. ",p:116,x:262,y:396,w:145,h:24},
{t:"  ",p:116,x:262,y:420,w:13,h:24},
{t:"o ",p:116,x:224,y:446,w:18,h:25},
{t:"Find solitude ",p:116,x:262,y:445,w:140,h:24},
{t:"o ",p:116,x:224,y:494,w:18,h:25},
{t:"Ask yourself ",p:116,x:262,y:494,w:131,h:24},
{t:"searching questions ",p:116,x:262,y:518,w:210,h:24},
{t:"o ",p:116,x:224,y:568,w:18,h:25},
{t:"Explore all aspects ",p:116,x:262,y:567,w:198,h:24},
{t:"of yourself  ",p:116,x:262,y:592,w:119,h:24},
{t:"o ",p:116,x:224,y:641,w:18,h:25},
{t:"Face the future…let ",p:116,x:262,y:640,w:208,h:24},
{t:"go of the past ",p:116,x:262,y:665,w:144,h:24},
{t:"o ",p:116,x:224,y:715,w:18,h:25},
{t:"Learn how to trust ",p:116,x:262,y:714,w:196,h:24},
{t:"yourself ",p:116,x:262,y:738,w:87,h:24},
{t:"o ",p:116,x:224,y:788,w:18,h:25},
{t:"Seek feedback from ",p:116,x:262,y:787,w:205,h:24},
{t:"those who know ",p:116,x:262,y:812,w:171,h:24},
{t:"you ",p:116,x:262,y:836,w:43,h:24},
{t:"o ",p:116,x:224,y:886,w:18,h:25},
{t:"Find a coach or ",p:116,x:262,y:885,w:164,h:24},
{t:"mentor ",p:116,x:262,y:909,w:79,h:24},
{t:"o ",p:116,x:224,y:959,w:18,h:25},
{t:"Avoid too much ",p:116,x:262,y:958,w:165,h:24},
{t:"reliance on ",p:116,x:262,y:983,w:118,h:24},
{t:"standardized tests ",p:116,x:262,y:1007,w:193,h:24},
{t:"and assessments  ",p:116,x:262,y:1032,w:188,h:24},
{t:"o ",p:116,x:224,y:1082,w:18,h:25},
{t:"Treat self-discovery ",p:116,x:262,y:1081,w:203,h:24},
{t:"as a lifelong journey ",p:116,x:262,y:1105,w:211,h:24},
{t:"Not so much questions, as ",p:116,x:517,y:323,w:276,h:24},
{t:"signposts to finding the ",p:116,x:517,y:347,w:245,h:24},
{t:"questions that will work for ",p:116,x:517,y:372,w:285,h:24},
{t:"you… ",p:116,x:517,y:396,w:64,h:24},
{t:"o ",p:116,x:555,y:446,w:18,h:25},
{t:"As you examine your ",p:116,x:592,y:445,w:219,h:24},
{t:"focus, think about its ",p:116,x:592,y:469,w:226,h:24},
{t:"higher purpose ",p:116,x:592,y:494,w:160,h:24},
{t:"  ",p:116,x:592,y:518,w:13,h:24},
{t:"o ",p:116,x:555,y:544,w:18,h:25},
{t:"Don’t be afraid to ",p:116,x:592,y:543,w:183,h:24},
{t:"explore.  ",p:116,x:592,y:567,w:93,h:24},
{t:"o ",p:116,x:555,y:617,w:18,h:25},
{t:"Consider discovery of ",p:116,x:592,y:616,w:223,h:24},
{t:"your weaknesses as ",p:116,x:592,y:641,w:209,h:24},
{t:"an opportunity to ",p:116,x:592,y:665,w:184,h:24},
{t:"strengthen your team  ",p:116,x:592,y:689,w:233,h:24},
{t:"o ",p:116,x:555,y:739,w:18,h:25},
{t:"As you reveal your ",p:116,x:592,y:738,w:195,h:24},
{t:"strengths and ",p:116,x:592,y:763,w:148,h:24},
{t:"weaknesses to your ",p:116,x:592,y:787,w:205,h:24},
{t:"followers, ask them to ",p:116,x:592,y:812,w:230,h:24},
{t:"follow you on your ",p:116,x:592,y:836,w:194,h:24},
{t:"journey  ",p:116,x:592,y:861,w:90,h:24},
{t:"o ",p:116,x:555,y:910,w:18,h:25},
{t:"Understand that ",p:116,x:592,y:910,w:175,h:24},
{t:"people will initially ",p:116,x:592,y:934,w:196,h:24},
{t:"expect more of you in ",p:116,x:592,y:958,w:225,h:24},
{t:"terms of personal ",p:116,x:592,y:983,w:184,h:24},
{t:"change than they will ",p:116,x:592,y:1007,w:225,h:24},
{t:"of themselves  ",p:116,x:592,y:1032,w:150,h:24},
{t:"o ",p:116,x:555,y:1082,w:18,h:25},
{t:"Learn to talk sincerely ",p:116,x:592,y:1081,w:233,h:24},
{t:"about your feelings in ",p:116,x:592,y:1105,w:228,h:24},
{t:"given situations ",p:116,x:592,y:1130,w:168,h:24},
{t:"  ",p:116,x:592,y:1154,w:13,h:24},
{t:"o ",p:116,x:555,y:1179,w:18,h:25},
{t:"Keep your word ",p:116,x:592,y:1179,w:165,h:24},
{t:"  ",p:116,x:592,y:1203,w:13,h:24},
{t:"o ",p:116,x:555,y:1228,w:18,h:25},
{t:"Admit when you are ",p:116,x:592,y:1227,w:211,h:24},
{t:"wrong, then move on ",p:116,x:592,y:1252,w:219,h:24},
{t:"Lead People…Manage Things  ",p:117,x:187,y:66,w:380,h:40},
{t:"117 ",p:117,x:1046,y:75,w:47,h:30},
{t:"----------------Cut-out and keep------------------------- ",p:117,x:216,y:149,w:633,h:29},
{t:"COURAGE ",p:117,x:187,y:208,w:140,h:29},
{t:"TIPS ",p:117,x:297,y:268,w:69,h:29},
{t:"KEY QUESTIONS ",p:117,x:561,y:268,w:228,h:29},
{t:"To be more Courageous… ",p:117,x:187,y:324,w:269,h:29},
{t:"o ",p:117,x:225,y:382,w:18,h:25},
{t:"Believe absolutely ",p:117,x:262,y:381,w:188,h:24},
{t:"and wholeheartedly ",p:117,x:262,y:406,w:205,h:24},
{t:"in your focus ",p:117,x:262,y:430,w:140,h:24},
{t:"  ",p:117,x:262,y:455,w:13,h:24},
{t:"o ",p:117,x:225,y:480,w:18,h:25},
{t:"Engage in vigorous ",p:117,x:262,y:479,w:200,h:24},
{t:"debate on the ",p:117,x:262,y:504,w:145,h:24},
{t:"values ",p:117,x:262,y:528,w:71,h:24},
{t:"underpinning your ",p:117,x:262,y:552,w:198,h:24},
{t:"focus, whenever ",p:117,x:262,y:577,w:170,h:24},
{t:"and as often as ",p:117,x:262,y:601,w:162,h:24},
{t:"possible ",p:117,x:262,y:626,w:89,h:24},
{t:"o ",p:117,x:225,y:675,w:18,h:25},
{t:"Defend those who ",p:117,x:262,y:675,w:188,h:24},
{t:"support the focus ",p:117,x:262,y:699,w:186,h:24},
{t:"  ",p:117,x:262,y:724,w:13,h:24},
{t:"o ",p:117,x:225,y:749,w:18,h:25},
{t:"Take the necessary ",p:117,x:262,y:748,w:201,h:24},
{t:"time to think things ",p:117,x:262,y:773,w:209,h:24},
{t:"through ",p:117,x:262,y:797,w:88,h:24},
{t:"o ",p:117,x:225,y:847,w:18,h:25},
{t:"Call on others when ",p:117,x:262,y:846,w:210,h:24},
{t:"you feel cornered ",p:117,x:262,y:870,w:180,h:24},
{t:"o ",p:117,x:555,y:323,w:18,h:25},
{t:"What will it take to ",p:117,x:592,y:323,w:199,h:24},
{t:"achieve our ",p:117,x:592,y:347,w:123,h:24},
{t:"focus…what will we ",p:117,x:592,y:371,w:207,h:24},
{t:"need to START-STOP-",p:117,x:592,y:396,w:222,h:24},
{t:"IMPROVE? ",p:117,x:592,y:420,w:118,h:24},
{t:"o ",p:117,x:555,y:470,w:18,h:25},
{t:"How have we handled ",p:117,x:592,y:469,w:228,h:24},
{t:"change in the past? ",p:117,x:592,y:494,w:206,h:24},
{t:"o ",p:117,x:555,y:544,w:18,h:25},
{t:"How should we handle ",p:117,x:592,y:543,w:237,h:24},
{t:"change this time ",p:117,x:592,y:567,w:175,h:24},
{t:"around? ",p:117,x:592,y:592,w:91,h:24},
{t:"o ",p:117,x:555,y:641,w:18,h:25},
{t:"How will we handle ",p:117,x:592,y:641,w:202,h:24},
{t:"internal competition ",p:117,x:592,y:665,w:213,h:24},
{t:"and conflict? ",p:117,x:592,y:689,w:137,h:24},
{t:"o ",p:117,x:555,y:739,w:18,h:25},
{t:"How will we celebrate ",p:117,x:592,y:738,w:224,h:24},
{t:"our past successes ",p:117,x:592,y:763,w:199,h:24},
{t:"(sunsets) and rejoice ",p:117,x:592,y:787,w:216,h:24},
{t:"in our new directions ",p:117,x:592,y:812,w:222,h:24},
{t:"(sunrises)? ",p:117,x:592,y:836,w:117,h:24},
{t:"o ",p:117,x:555,y:886,w:18,h:25},
{t:"How will we handle ",p:117,x:592,y:885,w:202,h:24},
{t:"those who no longer ",p:117,x:592,y:910,w:211,h:24},
{t:"want to be part of our ",p:117,x:592,y:934,w:228,h:24},
{t:"organization? ",p:117,x:592,y:958,w:143,h:24},
{t:"o ",p:117,x:555,y:1008,w:18,h:25},
{t:"What must I as a ",p:117,x:592,y:1007,w:181,h:24},
{t:"leader personally do in ",p:117,x:592,y:1032,w:238,h:24},
{t:"order to lead by ",p:117,x:592,y:1056,w:166,h:24},
{t:"example? What ",p:117,x:592,y:1081,w:162,h:24},
{t:"personal behaviors ",p:117,x:592,y:1105,w:199,h:24},
{t:"must I START-STOP-",p:117,x:592,y:1130,w:214,h:24},
{t:"IMPROVE? ",p:117,x:592,y:1154,w:118,h:24},
{t:"Lead People…Manage Things  ",p:118,x:187,y:66,w:380,h:40},
{t:"118 ",p:118,x:1046,y:75,w:47,h:30},
{t:"----------------Cut-out and keep------------------------- ",p:118,x:216,y:149,w:633,h:29},
{t:"EMPATHY ",p:118,x:187,y:208,w:140,h:29},
{t:"TIPS ",p:118,x:297,y:268,w:69,h:29},
{t:"KEY QUESTIONS ",p:118,x:561,y:268,w:228,h:29},
{t:"To be more Empathic… ",p:118,x:187,y:327,w:245,h:24},
{t:"o ",p:118,x:225,y:382,w:18,h:25},
{t:"Be present, live in ",p:118,x:262,y:381,w:190,h:24},
{t:"the now ",p:118,x:262,y:406,w:87,h:24},
{t:"o ",p:118,x:225,y:455,w:18,h:25},
{t:"Establish rapport ",p:118,x:262,y:455,w:185,h:24},
{t:"o ",p:118,x:225,y:504,w:18,h:25},
{t:"Focus on the other ",p:118,x:262,y:504,w:198,h:24},
{t:"person.  ",p:118,x:262,y:528,w:89,h:24},
{t:"o ",p:118,x:225,y:578,w:18,h:25},
{t:"Clarify what the ",p:118,x:262,y:577,w:169,h:24},
{t:"other person is ",p:118,x:262,y:601,w:159,h:24},
{t:"saying ",p:118,x:262,y:626,w:72,h:24},
{t:"o ",p:118,x:225,y:675,w:18,h:25},
{t:"Confirm what’s fact ",p:118,x:262,y:675,w:205,h:24},
{t:"and what’s opinion ",p:118,x:262,y:699,w:200,h:24},
{t:"o ",p:118,x:225,y:749,w:18,h:25},
{t:"Make a conscious ",p:118,x:262,y:748,w:187,h:24},
{t:"decision to strike a ",p:118,x:262,y:773,w:199,h:24},
{t:"balance between ",p:118,x:262,y:797,w:175,h:24},
{t:"advocacy and ",p:118,x:262,y:821,w:144,h:24},
{t:"inquiry ",p:118,x:262,y:846,w:79,h:24},
{t:"o ",p:118,x:225,y:896,w:18,h:25},
{t:"Lighten up ",p:118,x:262,y:895,w:116,h:24},
{t:"o ",p:118,x:225,y:944,w:18,h:25},
{t:"Take notes, if ",p:118,x:262,y:944,w:143,h:24},
{t:"appropriate ",p:118,x:262,y:968,w:124,h:24},
{t:"o ",p:118,x:225,y:1018,w:18,h:25},
{t:"Follow up ",p:118,x:262,y:1017,w:105,h:24},
{t:"o ",p:118,x:225,y:1067,w:18,h:25},
{t:"Summarize the ",p:118,x:262,y:1066,w:161,h:24},
{t:"conversation and ",p:118,x:262,y:1091,w:181,h:24},
{t:"ask the other ",p:118,x:262,y:1115,w:141,h:24},
{t:"person to help you ",p:118,x:262,y:1139,w:196,h:24},
{t:"with this ",p:118,x:262,y:1164,w:96,h:24},
{t:"Good conversations and ",p:118,x:517,y:323,w:252,h:24},
{t:"active listening are the keys ",p:118,x:517,y:347,w:289,h:24},
{t:"to empathic leadership… ",p:118,x:517,y:372,w:260,h:24},
{t:"o ",p:118,x:555,y:421,w:18,h:25},
{t:"How good am I at ",p:118,x:592,y:420,w:184,h:24},
{t:"having conversations? ",p:118,x:592,y:445,w:232,h:24},
{t:"o ",p:118,x:555,y:495,w:18,h:25},
{t:"How good am I at ",p:118,x:592,y:494,w:184,h:24},
{t:"listening? Think of a ",p:118,x:592,y:518,w:215,h:24},
{t:"recent conversation ",p:118,x:592,y:543,w:206,h:24},
{t:"that went well. Think ",p:118,x:592,y:567,w:222,h:24},
{t:"of one that didn’t. ",p:118,x:592,y:592,w:187,h:24},
{t:"What were the ",p:118,x:592,y:616,w:153,h:24},
{t:"differences between ",p:118,x:592,y:641,w:206,h:24},
{t:"the two? ",p:118,x:592,y:665,w:93,h:24},
{t:"o ",p:118,x:555,y:715,w:18,h:25},
{t:"Is organizational life ",p:118,x:592,y:714,w:212,h:24},
{t:"an adventure for me, ",p:118,x:592,y:738,w:219,h:24},
{t:"for my followers/team ",p:118,x:592,y:763,w:230,h:24},
{t:"members? If not, why ",p:118,x:592,y:787,w:226,h:24},
{t:"not? How much fun ",p:118,x:592,y:812,w:209,h:24},
{t:"do people have at ",p:118,x:592,y:836,w:184,h:24},
{t:"work in our ",p:118,x:592,y:861,w:125,h:24},
{t:"organization? ",p:118,x:592,y:885,w:143,h:24},
{t:"o ",p:118,x:555,y:935,w:18,h:25},
{t:"How much do I value ",p:118,x:592,y:934,w:222,h:24},
{t:"diversity? How can I ",p:118,x:592,y:958,w:212,h:24},
{t:"‘walk a while in their ",p:118,x:592,y:983,w:218,h:24},
{t:"shoes’?  ",p:118,x:592,y:1007,w:87,h:24},
{t:"o ",p:118,x:555,y:1057,w:18,h:25},
{t:"How much open space ",p:118,x:592,y:1056,w:236,h:24},
{t:"do I give people in ",p:118,x:592,y:1081,w:189,h:24},
{t:"creating the changes ",p:118,x:592,y:1105,w:218,h:24},
{t:"that will support the ",p:118,x:592,y:1130,w:215,h:24},
{t:"focus? ",p:118,x:592,y:1154,w:72,h:24},
{t:"Lead People…Manage Things  ",p:119,x:187,y:66,w:380,h:40},
{t:"119 ",p:119,x:1046,y:75,w:47,h:30},
{t:"----------------Cut-out and keep------------------------- ",p:119,x:216,y:149,w:633,h:29},
{t:"TIMING ",p:119,x:187,y:208,w:107,h:29},
{t:"TIPS ",p:119,x:297,y:268,w:69,h:29},
{t:"KEY QUESTIONS ",p:119,x:561,y:268,w:228,h:29},
{t:"To master Timing… ",p:119,x:187,y:327,w:206,h:24},
{t:"o ",p:119,x:225,y:382,w:18,h:25},
{t:"Make timing a ",p:119,x:262,y:381,w:152,h:24},
{t:"priority ",p:119,x:262,y:406,w:81,h:24},
{t:"  ",p:119,x:262,y:430,w:13,h:24},
{t:"o ",p:119,x:225,y:455,w:18,h:25},
{t:"Emphasize cycles of ",p:119,x:262,y:455,w:210,h:24},
{t:"change ",p:119,x:262,y:479,w:79,h:24},
{t:"o ",p:119,x:225,y:529,w:18,h:25},
{t:"Compress cycle ",p:119,x:262,y:528,w:164,h:24},
{t:"times ",p:119,x:262,y:552,w:62,h:24},
{t:"o ",p:119,x:225,y:602,w:18,h:25},
{t:"Lead by example ",p:119,x:262,y:601,w:176,h:24},
{t:"o ",p:119,x:225,y:651,w:18,h:25},
{t:"Follow-up ",p:119,x:262,y:650,w:107,h:24},
{t:"o ",p:119,x:225,y:700,w:18,h:25},
{t:"Use reasoned logic ",p:119,x:262,y:699,w:196,h:24},
{t:"to tell you ‘when’ ",p:119,x:262,y:724,w:178,h:24},
{t:"  ",p:119,x:262,y:748,w:13,h:24},
{t:"o ",p:119,x:225,y:773,w:18,h:25},
{t:"Know the payoff. ",p:119,x:262,y:773,w:177,h:24},
{t:"  ",p:119,x:262,y:797,w:13,h:24},
{t:"o ",p:119,x:225,y:822,w:18,h:25},
{t:"Use external cues ",p:119,x:262,y:821,w:187,h:24},
{t:"o ",p:119,x:225,y:871,w:18,h:25},
{t:"Emphasize value ",p:119,x:262,y:870,w:178,h:24},
{t:"with speed ",p:119,x:262,y:895,w:115,h:24},
{t:"  ",p:119,x:262,y:919,w:13,h:24},
{t:"o ",p:119,x:225,y:944,w:18,h:25},
{t:"Use dialogue and ",p:119,x:262,y:944,w:182,h:24},
{t:"consensus building ",p:119,x:262,y:968,w:204,h:24},
{t:"to move things ",p:119,x:262,y:993,w:156,h:24},
{t:"along ",p:119,x:262,y:1017,w:61,h:24},
{t:"o ",p:119,x:225,y:1067,w:18,h:25},
{t:"Develop excellent ",p:119,x:262,y:1066,w:182,h:24},
{t:"decision-making ",p:119,x:262,y:1091,w:174,h:24},
{t:"skills ",p:119,x:262,y:1115,w:60,h:24},
{t:"o ",p:119,x:555,y:323,w:18,h:25},
{t:"How much time do I ",p:119,x:592,y:323,w:212,h:24},
{t:"need to allow to ",p:119,x:592,y:347,w:166,h:24},
{t:"achieve the focus? ",p:119,x:592,y:372,w:193,h:24},
{t:"o ",p:119,x:555,y:421,w:18,h:25},
{t:"What first-hand ",p:119,x:592,y:420,w:168,h:24},
{t:"external cues do I ",p:119,x:592,y:445,w:187,h:24},
{t:"need to pay attention ",p:119,x:592,y:469,w:222,h:24},
{t:"to? ",p:119,x:592,y:494,w:37,h:24},
{t:"o ",p:119,x:555,y:544,w:18,h:25},
{t:"What time-based ",p:119,x:592,y:543,w:179,h:24},
{t:"performance ",p:119,x:592,y:567,w:134,h:24},
{t:"indicators do I need to ",p:119,x:592,y:592,w:234,h:24},
{t:"establish? ",p:119,x:592,y:616,w:109,h:24},
{t:"o ",p:119,x:555,y:666,w:18,h:25},
{t:"How can these time-",p:119,x:592,y:665,w:208,h:24},
{t:"based performance ",p:119,x:592,y:689,w:200,h:24},
{t:"indicators be linked to ",p:119,x:592,y:714,w:234,h:24},
{t:"a strategic outcome? ",p:119,x:592,y:738,w:217,h:24},
{t:"o ",p:119,x:555,y:788,w:18,h:25},
{t:"What cycle times do ",p:119,x:592,y:787,w:210,h:24},
{t:"we need to compress ",p:119,x:592,y:812,w:218,h:24},
{t:"to be competitive? ",p:119,x:592,y:836,w:190,h:24},
{t:"o ",p:119,x:555,y:886,w:18,h:25},
{t:"How can we recognize ",p:119,x:592,y:885,w:229,h:24},
{t:"and reward people for ",p:119,x:592,y:910,w:228,h:24},
{t:"embracing the concept ",p:119,x:592,y:934,w:237,h:24},
{t:"of ‘better value, faster’ ",p:119,x:592,y:958,w:232,h:24},
{t:"o ",p:119,x:555,y:1008,w:18,h:25},
{t:"How can I lead by ",p:119,x:592,y:1007,w:187,h:24},
{t:"example? ",p:119,x:592,y:1032,w:102,h:24},
{t:"o ",p:119,x:555,y:1082,w:18,h:25},
{t:"How can I introduce ",p:119,x:592,y:1081,w:212,h:24},
{t:"the concepts of 90-day ",p:119,x:592,y:1105,w:237,h:24},
{t:"change cycles and ",p:119,x:592,y:1130,w:192,h:24},
{t:"project management? ",p:119,x:592,y:1154,w:225,h:24},
{t:"o ",p:119,x:555,y:1204,w:18,h:25},
{t:"How can I avoid the ",p:119,x:592,y:1203,w:207,h:24},
{t:"‘learning organization’ ",p:119,x:592,y:1227,w:231,h:24},
{t:"trap of ‘all dialogue ",p:119,x:592,y:1252,w:201,h:24},
{t:"and little closure’?  ",p:119,x:592,y:1276,w:200,h:24},
{t:"o ",p:119,x:555,y:1326,w:18,h:25},
{t:"How can we develop ",p:119,x:592,y:1325,w:211,h:24},
{t:"our decision-making ",p:119,x:592,y:1350,w:215,h:24},
{t:"skills rapidly? ",p:119,x:592,y:1374,w:148,h:24},
{t:"Lead People…Manage Things  ",p:120,x:187,y:66,w:380,h:40},
{t:"120 ",p:120,x:1046,y:75,w:47,h:30},
{t:"Resources and Selected Bibliography ",p:120,x:187,y:174,w:651,h:39},
{t:"Notes on Chapter 1 ",p:120,x:187,y:249,w:259,h:29},
{t:"Jack Welch, see “The GE Way Fieldbook” by Robert Slater, McGraw Hill ",p:120,x:187,y:308,w:887,h:29},
{t:"Publishing ",p:120,x:187,y:337,w:138,h:29},
{t:"Rosa Parks, see www.achievement.org ",p:120,x:187,y:396,w:480,h:29},
{t:"Sam Walton, see “Made in America – My Story” by Sam Walton with ",p:120,x:187,y:455,w:839,h:29},
{t:"John Huey; Doubleday ",p:120,x:187,y:484,w:288,h:29},
{t:"Fred Smith, see www.fedex.com and www.achievement.org ",p:120,x:187,y:543,w:734,h:29},
{t:"Crisis management, see FastCompany.com: ‘Masters of Disaster’... ",p:120,x:187,y:601,w:870,h:29},
{t:"8 Turnaround experts discuss how to deal with a crisis ",p:120,x:187,y:631,w:681,h:29},
{t:"http://www.fastcompany.com/online/45/one.html  ",p:120,x:187,y:660,w:645,h:29},
{t:"Difference between leading and managing, see “Pathways to ",p:120,x:187,y:719,w:774,h:29},
{t:"Performance” by Jim Clemmer, Chapter 3 – The High Performance ",p:120,x:187,y:748,w:815,h:29},
{t:"Balance: Managing Things and Leading People, Macmillan Canada ",p:120,x:187,y:777,w:821,h:29},
{t:"Publishers ",p:120,x:187,y:807,w:137,h:29},
{t:"  ",p:120,x:187,y:836,w:15,h:29},
{t:"The web is changing constantly. By the time you read this, some of ",p:120,x:187,y:895,w:827,h:29},
{t:"these links may be redundant.  ",p:120,x:187,y:924,w:390,h:29},
{t:"FOR AN UPDATED LIST OF LINKS VISIT: ",p:120,x:187,y:954,w:513,h:29},
{t:"http://www.affinitymc.com/5facets/links.htm ",p:120,x:187,y:983,w:577,h:29},
{t:"Lead People…Manage Things  ",p:121,x:187,y:66,w:380,h:40},
{t:"121 ",p:121,x:1046,y:75,w:47,h:30},
{t:"Notes on Chapter 2 ",p:121,x:187,y:179,w:259,h:29},
{t:"Joseph Jaworski, see “Synchronicity – The Inner Path of Leadership” by ",p:121,x:187,y:237,w:883,h:29},
{t:"Joseph Jawaorski; Berrett-Koehler Publishers ",p:121,x:187,y:267,w:569,h:29},
{t:"Shambala Institute for Authentic Leadership ",p:121,x:187,y:326,w:590,h:29},
{t:"http://www.shambhalainstitute.org/  ",p:121,x:187,y:355,w:472,h:29},
{t:"Greenleaf Center for Servant Leadership ",p:121,x:187,y:414,w:533,h:29},
{t:"http://greenleaf.org/index.html  ",p:121,x:187,y:443,w:408,h:29},
{t:"American Leadership Forum ",p:121,x:187,y:502,w:377,h:29},
{t:"http://www.alfnational.org/  ",p:121,x:187,y:531,w:363,h:29},
{t:"FastCompany.com see...’A leader's journey’ ",p:121,x:187,y:590,w:550,h:29},
{t:"http://www.fastcompany.com/online/25/wieand.html ",p:121,x:187,y:619,w:680,h:29},
{t:"Authenticity & Leadership...What is the connection?  ",p:121,x:187,y:678,w:706,h:29},
{t:"Ivy Sea Online ",p:121,x:187,y:707,w:197,h:29},
{t:"http://www.refresher.com/!authenticity.html  ",p:121,x:187,y:736,w:574,h:29},
{t:"Lessons in Authentic Leadership  ",p:121,x:187,y:795,w:442,h:29},
{t:"by Daniel D. Elash, Ph.D. and James R. Long, Ph.D.  ",p:121,x:187,y:824,w:656,h:29},
{t:"http://www.refresher.com/!authenticleadership.html  ",p:121,x:187,y:854,w:671,h:29},
{t:"Moral Leadership: A Pipedream?   ",p:121,x:187,y:912,w:447,h:29},
{t:"by Lawrence E. Wharton  ",p:121,x:187,y:942,w:316,h:29},
{t:"http://www.refresher.com/!moralleadership.html  ",p:121,x:187,y:971,w:624,h:29},
{t:"Collins and Porras, see “Built to Last – Successful Habits of Visionary ",p:121,x:187,y:1030,w:855,h:29},
{t:"Companies” by James C. Collins and Jerry I. Porras; Harper Business ",p:121,x:187,y:1059,w:861,h:29},
{t:"Bolman and Deal, see “Leading with Soul – An Uncommon Journey of ",p:121,x:187,y:1118,w:851,h:29},
{t:"Spirit” by Lee G. Bolman and Terrence E. Deal; Jossey-Bass Publishers ",p:121,x:187,y:1147,w:876,h:29},
{t:"Carlos Ghosn, see http://www.nissandriven.com/ and ",p:121,x:187,y:1206,w:684,h:29},
{t:"http://www.findarticles.com/cf_atinds/m3012/2_181/70935219/p1/a",p:121,x:187,y:1235,w:880,h:29},
{t:"rticle.jhtml  ",p:121,x:187,y:1265,w:150,h:29},
{t:"The web is changing constantly. By the time you read this, some of ",p:121,x:187,y:1353,w:827,h:29},
{t:"these links may be redundant.  ",p:121,x:187,y:1382,w:390,h:29},
{t:"FOR AN UPDATED LIST OF LINKS VISIT: ",p:121,x:187,y:1411,w:513,h:29},
{t:"http://www.affinitymc.com/5facets/links.htm ",p:121,x:187,y:1441,w:577,h:29},
{t:"Lead People…Manage Things  ",p:122,x:187,y:66,w:380,h:40},
{t:"122 ",p:122,x:1046,y:75,w:47,h:30},
{t:"Notes on Chapter 3 ",p:122,x:187,y:179,w:259,h:29},
{t:"Peter Senge, see “The Fifth Discipline Fieldbook” by Peter Senge et al; ",p:122,x:187,y:237,w:856,h:29},
{t:"Doubleday Currency ",p:122,x:187,y:267,w:260,h:29},
{t:"Geoffrey Ballard, see www.ballard.com  ",p:122,x:187,y:326,w:500,h:29},
{t:"General Hydrogen ",p:122,x:187,y:355,w:228,h:29},
{t:"http://www.generalhydrogen.com/html/directors.html ",p:122,x:187,y:384,w:684,h:29},
{t:"Time.com Heroes for the Planet ",p:122,x:187,y:443,w:390,h:29},
{t:"Cutting Emissions: New Fuel for Cars ",p:122,x:187,y:502,w:468,h:29},
{t:"http://cbc.ca/insidecbc/newsinreview/feb98/emission/index.htm  ",p:122,x:187,y:531,w:834,h:29},
{t:"Powering the Future (Book about Ballard Systems) ",p:122,x:187,y:590,w:627,h:29},
{t:"Interview with the author Tom Koppel - Part 1 ",p:122,x:187,y:619,w:570,h:29},
{t:"http://www.evworld.com/archives/interviews2/tkoppel1.html  ",p:122,x:187,y:648,w:780,h:29},
{t:"Part 2 ",p:122,x:187,y:678,w:82,h:29},
{t:"http://www.evworld.com/archives/interviews2/tkoppel2.html  ",p:122,x:187,y:707,w:780,h:29},
{t:"CIO.com – ‘Brave Hearts, Courage and Integrity are at the core of ",p:122,x:187,y:766,w:810,h:29},
{t:"leadership’ ",p:122,x:187,y:795,w:140,h:29},
{t:"http://www.cio.com/archive/110100_lead.html  ",p:122,x:187,y:824,w:604,h:29},
{t:"Find Articles.com - Interview with Carlos Ghosn: ‘Ghosn to the rescue' ",p:122,x:187,y:883,w:886,h:29},
{t:"http://www.findarticles.com/cf_atinds/m3012/2_181/70935219/p1/a",p:122,x:187,y:912,w:880,h:29},
{t:"rticle.jhtml  ",p:122,x:187,y:942,w:150,h:29},
{t:"FastCompany.com ‘What Is Courage?’ ",p:122,x:187,y:1000,w:485,h:29},
{t:"William Ian Miller wrote the book on courage (The Mystery of Courage) -",p:122,x:187,y:1030,w:878,h:29},
{t:"- literally -- and even he calls it a mystery. ",p:122,x:187,y:1059,w:525,h:29},
{t:"by Harriet Rubin ",p:122,x:187,y:1089,w:214,h:29},
{t:"http://www.fastcompany.com/online/55/courage.html ",p:122,x:187,y:1118,w:689,h:29},
{t:"The web is changing constantly. By the time you read this, some of ",p:122,x:187,y:1206,w:827,h:29},
{t:"these links may be redundant.  ",p:122,x:187,y:1235,w:390,h:29},
{t:"FOR AN UPDATED LIST OF LINKS VISIT: ",p:122,x:187,y:1265,w:513,h:29},
{t:"http://www.affinitymc.com/5facets/links.htm ",p:122,x:187,y:1294,w:577,h:29},
{t:"Lead People…Manage Things  ",p:123,x:187,y:66,w:380,h:40},
{t:"123 ",p:123,x:1046,y:75,w:47,h:30},
{t:"Notes on Chapter 4 ",p:123,x:187,y:179,w:259,h:29},
{t:"Robert Greenleaf, see Greenleaf Center for Servant ",p:123,x:187,y:237,w:686,h:29},
{t:"Leadership ",p:123,x:187,y:267,w:150,h:29},
{t:"http://greenleaf.org/index.html and ‘Insights on Leadership’, Larry C. ",p:123,x:187,y:296,w:866,h:29},
{t:"Spears (Ed.); John Wiley & Sons ",p:123,x:187,y:326,w:403,h:29},
{t:"Bill Pollard, see ",p:123,x:187,y:384,w:219,h:29},
{t:"‘The Soul of the Firm’ by C. William Pollard; Harper ",p:123,x:413,y:384,w:688,h:29},
{t:"Business/Zondervan ",p:123,x:187,y:414,w:264,h:29},
{t:"Herb Kelleher, see ‘A Culture of Commitment’ by Herb Kelleher ",p:123,x:187,y:472,w:833,h:29},
{t:"Drucker Foundation for Non-Profits ",p:123,x:187,y:502,w:444,h:29},
{t:"Leader to Leader, No. 4 Spring 1997 ",p:123,x:187,y:531,w:450,h:29},
{t:"http://www.pfdf.org/leaderbooks/L2L/spring97/kelleher.html  ",p:123,x:187,y:560,w:787,h:29},
{t:"Southwest Airlines ",p:123,x:187,y:619,w:253,h:29},
{t:"http://iflyswa.com/  ",p:123,x:187,y:648,w:262,h:29},
{t:"Business Week Top 25 Managers of the Year 2001 ",p:123,x:187,y:707,w:656,h:29},
{t:"(Includes Carlos Ghosn and Herb Kelleher) ",p:123,x:187,y:736,w:531,h:29},
{t:"http://www.businessweek.com/2001/01_02/b3714015.htm ",p:123,x:187,y:766,w:754,h:29},
{t:"Harrison Owen and Open Space: ",p:123,x:187,y:824,w:426,h:29},
{t:"http://www.openspaceworld.org/  ",p:123,x:187,y:854,w:428,h:29},
{t:"‘Open Space Technology – A User’s Guide’ and  ",p:123,x:187,y:883,w:575,h:29},
{t:"‘Expanding Our Now – The Story of Open Space Technology’  ",p:123,x:187,y:913,w:734,h:29},
{t:"both by Harrison Owen; Berrett-Koehler Publishers Inc. ",p:123,x:187,y:942,w:689,h:29},
{t:"Women's Ways Of Mentoring ",p:123,x:187,y:1001,w:378,h:29},
{t:"by Cheryl Dahle  ",p:123,x:187,y:1030,w:212,h:29},
{t:"http://www.fastcompany.com/online/17/womentoring.html  ",p:123,x:187,y:1059,w:760,h:29},
{t:"The web is changing constantly. By the time you read this, some of ",p:123,x:187,y:1147,w:827,h:29},
{t:"these links may be redundant.  ",p:123,x:187,y:1177,w:390,h:29},
{t:"FOR AN UPDATED LIST OF LINKS VISIT: ",p:123,x:187,y:1206,w:513,h:29},
{t:"http://www.affinitymc.com/5facets/links.htm ",p:123,x:187,y:1235,w:577,h:29},
{t:"Lead People…Manage Things  ",p:124,x:187,y:66,w:380,h:40},
{t:"124 ",p:124,x:1046,y:75,w:47,h:30},
{t:"Notes on Chapter 5 ",p:124,x:187,y:149,w:259,h:29},
{t:"FastCompany.com: ‘It's About Time’ by Jill Rosenfeld ",p:124,x:187,y:208,w:709,h:29},
{t:"17 people talk about the use of time...some contrarian views. ",p:124,x:187,y:237,w:754,h:29},
{t:"http://www.fastcompany.com/online/29/one.html  ",p:124,x:187,y:267,w:645,h:29},
{t:"Business Today interview with George Stalk 'It is the relative speed ",p:124,x:187,y:326,w:911,h:29},
{t:"that counts' ",p:124,x:187,y:355,w:165,h:29},
{t:"http://www.india-today.com/BTODAY/07071999/intrview.html  ",p:124,x:187,y:384,w:807,h:29},
{t:"FastCycle.com: Article 'The dark side of speed' ",p:124,x:187,y:443,w:617,h:29},
{t:"http://www.fastcycle.com/htm/Speed.htm ",p:124,x:187,y:472,w:537,h:29},
{t:"Lou Gerstner, see www.ibm.com/lvg/  ",p:124,x:187,y:531,w:484,h:29},
{t:"Tom Peters, see www.tompeters.com ",p:124,x:187,y:590,w:466,h:29},
{t:"The web is changing constantly. By the time you read this, some of ",p:124,x:187,y:678,w:827,h:29},
{t:"these links may be redundant.  ",p:124,x:187,y:707,w:390,h:29},
{t:"FOR AN UPDATED LIST OF LINKS VISIT: ",p:124,x:187,y:736,w:513,h:29},
{t:"http://www.affinitymc.com/5facets/links.htm ",p:124,x:187,y:766,w:577,h:29},
{t:"Lead People…Manage Things  ",p:125,x:187,y:66,w:380,h:40},
{t:"125 ",p:125,x:1046,y:75,w:47,h:30},
{t:"Personality types and assessment instruments ",p:125,x:187,y:149,w:616,h:29},
{t:"MBTI ",p:125,x:187,y:179,w:73,h:29},
{t:"Association for Psychological Type ",p:125,x:187,y:208,w:424,h:29},
{t:"http://www.aptcentral.org/aptmbtiw.htm#WHAT  ",p:125,x:187,y:237,w:621,h:29},
{t:"Keirsey - Personality: Character and Temperament ",p:125,x:187,y:296,w:627,h:29},
{t:"http://keirsey.com/  ",p:125,x:187,y:326,w:265,h:29},
{t:"Enneagram ",p:125,x:187,y:384,w:149,h:29},
{t:"Dave's Enneagram pages ",p:125,x:187,y:414,w:313,h:29},
{t:"http://www.fccj.org/~dwl/egram/  ",p:125,x:187,y:443,w:437,h:29},
{t:"The Enneagram Institute ",p:125,x:187,y:502,w:314,h:29},
{t:"http://www.enneagraminstitute.com/home.asp  ",p:125,x:187,y:531,w:602,h:29},
{t:"“Success Yourself” – Using the Enneagram to Unleash Your Personal & ",p:125,x:187,y:590,w:855,h:29},
{t:"Business Potential by John Mattone & Richard Andersen, Master Media ",p:125,x:187,y:619,w:880,h:29},
{t:"Publishers ",p:125,x:187,y:648,w:137,h:29},
{t:"True Colors ",p:125,x:187,y:707,w:150,h:29},
{t:"CAREER-LIFE SKILLS RESOURCES ",p:125,x:187,y:736,w:451,h:29},
{t:"http://www.career-",p:125,x:187,y:766,w:241,h:29},
{t:"lifeskills.com/products_services/atpr/truecol/index.htm  ",p:125,x:187,y:795,w:711,h:29},
{t:"The web is changing constantly. By the time you read this, some of ",p:125,x:187,y:883,w:827,h:29},
{t:"these links may be redundant.  ",p:125,x:187,y:912,w:390,h:29},
{t:"FOR AN UPDATED LIST OF LINKS VISIT: ",p:125,x:187,y:942,w:513,h:29},
{t:"http://www.affinitymc.com/5facets/links.htm ",p:125,x:187,y:971,w:577,h:29},
{t:"Lead People…Manage Things  ",p:126,x:187,y:66,w:380,h:40},
{t:"126 ",p:126,x:1046,y:75,w:47,h:30},
{t:"About the Author ",p:126,x:187,y:204,w:235,h:29},
{t:"Brian Ward is a Principal in Affinity ",p:126,x:409,y:239,w:460,h:29},
{t:"Consulting, a Canadian consulting ",p:126,x:409,y:269,w:469,h:29},
{t:"organization based in Edmonton, ",p:126,x:409,y:298,w:475,h:29},
{t:"Alberta.  ",p:126,x:409,y:327,w:112,h:29},
{t:"He has over 25 years experience in ",p:126,x:409,y:386,w:464,h:29},
{t:"the areas of human resources and ",p:126,x:409,y:415,w:467,h:29},
{t:"total quality management. He has ",p:126,x:409,y:445,w:470,h:29},
{t:"consulted to various sectors ",p:126,x:409,y:474,w:497,h:29},
{t:"including banking, manufacturing, healthcare, ",p:126,x:187,y:503,w:717,h:29},
{t:"insurance, education, government and non-profit. ",p:126,x:187,y:533,w:619,h:29},
{t:"He assists leaders and their teams build high ",p:126,x:187,y:592,w:700,h:29},
{t:"performance organizations, through a combination of ",p:126,x:187,y:621,w:687,h:29},
{t:"workshops, one-on-one coaching and group facilitation ",p:126,x:187,y:650,w:683,h:29},
{t:"on leadership, strategy and teamwork. ",p:126,x:187,y:680,w:478,h:29},
{t:"His FOCUS is…  ",p:126,x:187,y:738,w:208,h:29},
{t:"‘Coaching high performance leaders…to ",p:126,x:187,y:797,w:704,h:34},
{t:"build high performance organizations’ ",p:126,x:187,y:831,w:605,h:34},
{t:"If you would like to discuss setting up a workshop or ",p:126,x:187,y:895,w:685,h:29},
{t:"leadership development program based on The FACET ",p:126,x:187,y:924,w:683,h:29},
{t:"Leadership Model™ contact Brian at ",p:126,x:187,y:954,w:738,h:30},
{t:"brianward@affinitymc.com or by phone at (780) 432-",p:126,x:187,y:984,w:674,h:29},
{t:"8182.",p:126,x:187,y:1014,w:70,h:29},
{t:"Lead People…Manage Things  ",p:127,x:187,y:66,w:380,h:40},
{t:"127 ",p:127,x:1046,y:75,w:47,h:30},
{t:"                                       ",p:127,x:187,y:179,w:308,h:29},
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