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of the of ce supplies catalogue and ordered myself a solid looking desk and a nice comfortable chair with arms on I then got on with the task in hand Some time later a senior manager walked past and immediately stopped at my desk with a look of abject horror on her face You have a chair with arms on! she said I looked down at the chair and con rmed that this was indeed an accurate observation You don t get a chair with arms on until you re a manager! she said and immediately spun on her heels to presumably go and report me for gross misconduct or some such sin Logos, of ce layouts, signage, job titles and so on are all powerful indicators of the essential nature of the organisation In the above example status was very important to people and status symbols like of ce furniture, company cars and a job title that included the word manager were obvious signs that one had arrived at the required level There are even more stark examples in the living memory of many, including staff canteens but management restaurants, different uniforms to denote status and a tendency to use more proper forms of address There is nothing inherently wrong with any of these things and in more conservative, long established organisations such symbols may form part of the charm of working there and be a deliberate part of the reward strategy From our point of view though, these things do not serve to promote a coaching culture Coaching is an essentially egalitarian principle and really only works when coach and coachee come together as equals To establish a coaching culture may therefore require some dismantling of symbolic indicators of status Do business cards really need titles on them at all unless they are useful to clients and customers Why not make a company car available to the sales force who ll use them productively rather than give them to all managers who ll probably leave them in station car parks while they commute into work How can we expect loyalty and discretionary effort from employees.

Breaking out of a perception straitjacket is of course made harder by remaining a monoproduct offer for years, decades or even centuries, in the case of Coca-Cola As with people, lack of stretching causes a brand s muscles to atrophy and lose suppleness In contrast, the more a brand stretches, the easier it becomes to stretch further

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when managers and business owners award themselves in ation busting pay rises This dismantling will need to be done carefully, over a sensible time period and with as much co-operation as possible As we saw when we looked at motivation, these things have much more power to demotivate when tampered with than they do to motivate in the rst place so it will be necessary to manage the change sensitively and ensure people have their loss recognised Nevertheless we must recognise that a coaching culture will not take root until there is a sense of fairness and of working on a level playing eld in an atmosphere of mutual respect Language too is an important cultural indicator and I nd it fascinating to listen to the ways that people describe to me the people whom they wish to coach Team member, worker, employee, staff, colleague, subordinate Each of these words has a unique resonance and thinking about how they are used can give an insight into how people might respond to coaching

Field Name Pet ID: Customer Number: Date of Birth: Gender: Neutered/Spayed: Length: Properties Field Size 8, Input Mask AA###-##, Required Yes, Indexed Yes (No Duplicates). Field Size 5, Input Mask AA###, Required Yes. Format mmm yy, Validation Rule Between #01/01/70# And Date(), Validation Text The Date of Birth is Invalid, Required Yes. Field Size 1, Format - >@, Validation Rule InStr("MFU",[Gender])>0, Validation Text Value must be M, F, or U. Default Value No. Field Size Single, Format Standard, Decimal Places 1, Caption Length (In), Default Value 0, Validation Rule - <120, Validation Text Length must be less than 120". Field Size Single, Decimal Places 1, Caption Weight (lbs), Default Value 0, Validation Rule - Between 0 And 1500, Validation Text Weight must be between 0 and 1500.

When you are finished writing to a file, you should close the file by calling the Close method. Close writes the end-of-file marker to the file and releases the file. You are then free to open the file in a different mode, such as ForReading. You close a file as follows:

Overall Each of the cultural indicators we ve discussed so far will contribute to an overall view, sometimes referred to as the paradigm The paradigm will capture the essence of the culture and will serve as answer to the question: what are you all about An NHS Trust we work with has caring for people at its core, the Ritz-Carlton hotel group has ladies and gentlemen serving ladies and gentlemen as its motto and its paradigm I stayed at their hotel in Berlin and could see this statement re ected in the routines, symbols and structures that I observed A coaching culture will have people and learning at the heart of both its strategic approach and its operational processes I maintain the view though that the most powerful indicator of overall culture is leadership behaviour People take their cue from what they see the top team doing not what they hear them

Unlike the product brand, the specialist is not held back by strong associations with speci c attributes such as format and colour However, the specialist brand s strength is famous for its expertise and focus and so when stretching it stays close to the core It can achieve direct stretch into adjacent categories that are close to the core in terms of consumer perception For example, Colgate has stretched from toothpaste to offer a range of complementary products that deliver oral care bene ts, including toothbrushes, oral care chewing gum and mouthwash (Figure 311) In some cases brands learn the hard way that they are specialist brands that are better off sticking to a more tightly de ned, functional promise Domestos has refocused on being a specialist in germ kill for toilets, building on its heritage as a bleach that Kills 99% of all known germs dead This follows limited success at creating an umbrella concept around

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