Where the Growth Is

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■PausePause is a holistic, integrated process of considering dynamicforces within us and outside of us. The more we pause to considerboth endogenic and exogenic forces, the more potentialpersonal insight, talent insight, and strategic insight available.Pausing to more deeply consider internal and external informationcreates a greater likelihood of profound personal, strategic,interpersonal, and organization growth.Balancing our pause practices “to look inside” and “to lookoutside” is the pause-through needed for authentic, enduringbreakthrough.Reflection and synthesis holdthe keys to unlock the doors ofauthenticity, transformation,and innovation.✦ Pause Practice 6: Foster GenerativityA generative leader pauses to prepare the next generation moreoften than for personal success. Generativity is the energy andenthusiasm we get by helping people surpass us. It is the joyof giving, coaching, mentoring, and stretching people to gobeyond us. Generativity is the joy of parents seeing their childrenelevating themselves; it is the joy of leaders multiplyingtheir impact for future generations. Generative pause fosters arich atmosphere for human potential to flourish.✦ Pause Practice 7: Be AuthenticThere is no greater influential act than a leader authenticallybeing the change the leader wishes to see in an organization.Once leaders become what they want others to aspire to, theattractive force is irresistible, and people rush in to engageand to contribute.Pausing to be more authentic with ourselves, with our people,and with what we aspire to create is critical to enduring valuecreation. Authenticity gives substance, realness, and value toeverything it touches. Managers build dependability throughaccuracy; leaders build credibility through authenticity. ■Kevin Cashman, regarded as one of the world’s premier CEO coaches, was named one of theTop 10 Thought Leaders by Leadership Excellence magazine several times. For more than 30years, he has advised senior executives and senior teams in more than 60 countries. His sixleadership books include Leadership from the Inside Out, currently used in more than 100universities and leadership programs worldwide. This article is excerpted from his new book,The Pause Principle: Step Back to Lead Forward, from Berrett-Koehler Publishers. To learnmore: bkconnection.com.36 | IBPA Independent | February 2013
movinga PublishingBusiness Abroadby Anna FaktorovichI started an independent publishingcompany called Anaphora LiteraryPress back in 2009, at the same time asI began my Ph.D. studies, to practiceediting my own publication, the PennsylvaniaLiterary Journal, now availablein print, on EBSCO and ProQuest,and in its fourth volume.As the business grew, I began teachingcollege English full-time and expandingmy research agenda; now I have twobooks that will be published by McFarlandin 2013. This year, I was offereda contract with Shantou Universityin China as an associate professor. Ilearned that it was a high-tech, top-50Chinese university privately funded byone of the richest men in China.My move to China has meant that theheart of Anaphora also temporarilymoved there, with more than a dozeninterns each semester and a six-membereditorial board, as well as peerreviewers and more than 50 authors.We live in a world where a publisher canmove a business, start an internationalbranch, or work abroad for a while.What follows is a heads-up list for anyonecontemplating any of those actions.EmployeesOne of the top reasons you might bedreaming about going abroad to do businessis that there are countries where theminimum wage is a lot lower than in theUnited States, and, in theory, you mightbe able to hire skilled laborers for a fractionof the standard U.S. pay rate.In theory, you mightbe able to hire skilledlaborers for a fractionof the standard U.S.pay rate.In developing countries, some peoplereally do earn as little as $1 per day.Skilled laborers in Shantou make 18RMB ($3) an hour on average. However,they charge foreigners between25 and 100 RMB ($4–$17) per hourbecause they assume ignorance oflocal values.You should research the local newspapersand Web sites that post jobs, andschedule some interviews before yourtrip. In many countries, at a minimum,you will probably need to hire a driver,a cleaning worker, and a translator,and to have them in place as soon asyou arrive. Of course, you will have totrain each of these people.Tell the translator to translate everyword somebody wants to communicate,not 10 percent. Buy the cleaning productsyou want used, and give instructionsabout sanitary cleaning methods(e.g., “Don’t leave old toilet cleaningtools from other clients in my bathroom”).You’ll need a driver in countriesthat make you take a driving test ina foreign language for a license. Electricbicycles are good short-distance solutionsin China because they are currentlynot covered by licensing laws, butthey won’t take you safely downtownbecause of unregulated scooters andbicycles, and general disorderly driving.HealthApplying for a visa at least a monthin advance of a move avoids theVisit the IBPA Website at www.ibpa-online.org | 37
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