Thanks to those who commented positively about my first e-zine. It is appreciated and has prompted me to produce this one.
I guess a lot of you know Bruce Hammonds [co-editor of this e-zine] because of his long and innovative input into things educational.
But as one person said "Who are you?"
Now that's fame for you!!
My association with Bruce started more than 30 years ago - I was a first year teacher and he was this adviser with all these great ideas. We shared a similar educational philosophy then and we do now. Some years ago we jointly edited a magazine called Primary Arts - copies of which are still being sold through teacher's resource centres.
I eventually left primary teaching and ran the art department in a secondary school and from there moved into the tertiary sector involved in staff development and teacher training. By some accident I ended up training and consulting in the business arena where I have been working for 8 or so years. My clients include Lion Breweries, CHH Tissue, Fonterra, Shell Todd Oil Services etc. as well as community organisations and individuals. I play the drums in a band called Gumboot Tango [specialising in New Zealand music] and in my occasional spare time produce what are loosely called 'art works'. I'm married to Sarah who works as a Special Education Adviser and I have two older kids and an 8 year old. If you want more you'll have to read my memoirs - which will never be written!!!
And thanks to those who bought copies of my Stress Buster pack!! Had a great response.

What's in this e-zine:

1. Habits for change
2. Quotes and sayings
3. Learning tips
4. Resources
5. Lighten the load

I don't need to remind anyone that we live in exciting and challenging times [excluding the recent boring election!]
Just look around and notice what is happening both in New Zealand and throughout the world. While change can be overwhelming and unsettling, it also brings wonderful opportunities for those who are prepared and willing to take a proactive role in seeking and using those opportunities.

To make the most of the opportunities that are out there we need to take on new habits - new ways of behaving.

Some of those new habits might include:

1. Accept the certainty of uncertainty.
Our rapidly changing world is filled with ambiguity, shifting priorities, differing expectations, new ways of doing old things, and phenomenal growth. In order to succeed in our new world we must accept the certainty of uncertainty.

2. Become a quick change artist.
While scientists don't agree on what happened to the dinosaurs, they do agree that whatever it was they could not adjust to the change. There are plenty of human dinosaurs out there today. Success requires you to abandon the status quo and adapt to new situations and ways of doing things very quickly.

3. Keep learning
People that cope well with change make it a point to learn something new from everyone they meet, to gain new ideas from every place they go, and seek out new experiences to learn from.

4. Open your mind and unhook your prejudices
Prejudices severely limit our ability to respond to change and stifle creativity and innovation. Seek out diversity. Read widely. Seek out new experiences with new people.

5. Become a trend watcher and new idea collector.
Study magazines, newspapers, the Net and other sources for themes that that repeatedly show up. Start an idea file.

6. Use your talents and seek out new ones
We all have talents that we have never fully used. We all have talents that we haven't discovered yet. Step outside your comfort zone. It is only by doing that that you will discover talents you never thought you had.

7. Cultivate and maintain a solid support network.

8. Develop a reputation as a fixer - not a finger pointer.
We need people who are willing to take care of problems - not merely complain about them.

9. Lighten up
Optimism is contagious. So is negativity. Which one do you want to catch?

10. Stop waiting
Many people can make an entire life out of getting ready to do something. Develop a sense of urgency and couple it with action. The best insurance for tomorrow is the best use of today.

2. Quotes and sayings

I am one of these people who collects quotes and sayings - ones that are a little whacky!! The other day I was talking with a friend who is a very talented graphic designer and he said "Give me some of your quotes and I'll see what I can do with them". Well with the addition of his stunning art work I now have available a series of posters - A3, laminated - that are available for you to purchase.
The first series has the following sayings:
· If at first you don't succeed, skydiving is not for you.
· Eagles soar but weasels don't get sucked into jet engines.
· Age doesn't always bring wisdom, sometimes age comes alone.
· Teamwork means never having to take all the blame.
· Some days you're the bug, some days you're the windshield.
· A closed mouth gathers no foot.

You can order them from me at future.edge@clear.net.nz
NZ$15 each or NZ$75 for the set [7 posters] including GST and postage.

3. Learning Tips

Research and practice have demonstrated the important role that vision and mission play in organisations. Bennis and Nanus [1986] two of the classic writers on leadership, describe how vision functions:
"To choose a direction, a leader must first have developed a mental image of a possible and desirable future state of the organisation. This image, which we call vision, may be as vague as a dream or as precise as a goal or mission statement. The critical point is that a vision articulates a view of realistic, credible, attractive future for the organisation, a condition that is better in some important ways that what now exists."
As Bennis and Nanus point out, the vision and mission of an organisation must be clear, engaging and attainable. To be motivating, it must touch deeper values and hopes.
A vision can easily stagnate, therefore, it must be regularly expressed, proclaimed in word and deed, and communicated through statements, mottos, logos and the behaviour of formal and informal leaders. The mission should reconsidered on a regular basis, incorporating changes and additions to reflect new circumstances, new opportunities, or new goals.
Both formal and informal leaders communicate their vision by how they spend their time, what they talk about, what problems they solve first, and what they get excited about. In every act, leaders reinforce the values they hold and the vision they hope to achieve.

Is the vision for your organisation clear? Do you share it? Do yours and other's behaviours support it?
Or is it just a piece of paper hanging in a frame on the wall?

4. Resources

With the focus on stress in the new HSE legislation this may be a very valuable resource.

The Stress Buster Pack
It contains:
· Dealing with Personal Change workbook [42 pages]
· Stress is an Inside Job workbook [27 pages]
· Turning Intentions into Results workbook [24 pages]
· Living on Purpose workbook
plus Stress Release CD [11 tracks to relax you]
plus relaxation activity scripts
plus additional techniques for achieving goals / managing stress
It costs $59.95 incl. GST and postage for one copy. If you want more than one the price reduces. If you want me to coach you through the workbooks, that can be arranged. You can order copies from me on future.edge@clear.net.nz

The Innovative Professionals Letter
Written and published by Phillip Humbert
Website focussed on personal development and coaching and a really good e-zine and lots of free stuff
www.philiphumbert.com

A book that Bruce lent me called
Creating Emotionally Safe Schools by Jane Bluestein published by Health Communications Inc. A solid read but very appropriate to schools everywhere.

5. Lighten the load
[Warning: My sense of humour may be dangerous to your health]

A man in a hot air balloon realised he was lost. He reduced his altitude and spotted a woman below. He descended a bit more and shouted, "Excuse me, can you help me. I promised a friend I would meet him an hour ago, but I don't know where I am."
The woman below replied, "You are in a hot air balloon hovering 30 feet above the ground. You are between 40 and 41 degrees north latitude and between 59 and 60 degrees west longitude."
"You must be an engineer," said the balloonist. "I am replied the woman. "How did you know?"
"Well," answered the balloonist," everything you told me is technically correct, but I have no idea what to make of your information, and the fact is I'm still lost. Frankly, you've not been much help so far."
The woman responded, "You must be in management."
"I am," replied the balloonist, "but how did you know?"
"Well'" said the woman, "you don't know where you are or where you are going. You have risen to where you are due to a large quantity of hot air. You have made a promise which you have no idea how to keep, and you expect people beneath you to solve your problems. The fact is you are in exactly the same position you were in before we met, but now, somehow, it's my fault."