Every leader ought to build an inner circle that adds value to him or her and to the leadership of the organization. But choose well, for the members of this inner circle will become your closest confidantes; your inner circle will make you or break you.
So who belongs in the "council" in this inner circle? Strive for the following:

Creative people
Loyal people
People who share your vision
Wise and intelligent people
People with complementary gifts
People with influence
People of faith
People of integrity

So how about it? Do those closest to you exemplify these qualities?

When you find someone who can personally mentor you, use these guidelines to help develop a positive mentoring relationship with that person:

1. Ask the right questions. Give thought to the questions you will ask before your time with your mentor. Make the questions strategic for your growth.
2. Don't let ego get in the way of learning.
3. Respect the mentor but don't idolize him/her. Making the mentor an idol removes your critical faculty for adapting a mentor's knowledge and experience to yourself.
4. Put into effect immediately what you are learning.
5. Be disciplined in relating to the mentor. Arrange for ample time, select the subject matter in advance, and do your homework to make sessions profitable.
6. Don't threaten to give up. Let your mentor know that you have made a decision for progress, so your mentor will know it's not a waste of time.

Delegation is the most powerful tool leaders have. Delegation increases individual productivity according to the number of people to whom leaders can delegate. It increases the productivity of their department or organization. Leaders who can't or won't delegate create a bottleneck to productivity.  So why do some leaders fail to delegate effectively?

1. Insecurity
2. Lack of confidence in others
3. Lack of ability to train others
4. Personal enjoyment of the task
5. Habit
6. Inability to find someone else to do it
7. Lack of time
8. An "I do it best" mind-set

If you recognize yourself in any of the issues above, you probably aren't doing enough delegating. Here are some other indicators that you need to delegate: When deadlines are missed often; crises become frequent; someone else could do the job; or those under your leadership need another world to conquer.

A Post Turtle. We all probably know of one. 

Working with business leaders around Australia I often see managers that when questioned and wonder what they are doing in a management or Leadership role. I call these people Post Turtles.

• You know they didn't get up there by herself
• They don't belong up there
• They don't know what to do while they're up there
• They are elevated beyond his/her ability to function
• You just Wonder what kind of idiot put him/her up there to begin with

A star wants to see themselves rise to the top before everyone else. A leader wants to see everyone else rise to the top before they do.

As you look for potential leaders, you need to realize that there are really two kinds of leaders: those who attract followers and those who attract other leaders. People who attract and team up only with followers will never be able to do anything beyond what they can personally touch or supervise. Look for leaders who attract other leaders. They will be able to multiply your success.

Leaders Who Attract Followers              Leaders Who Attract Leaders 
Need to be needed.                                    Want to be succeeded.
Want recognition.                                         Want to reproduce themselves.
Focus on others' weaknesses.                  Focus on others' strengths.
Spend their time with others.                     Invest their time in others.
Experience some success.                        Experience incredible  success.

But also know this: In the long run, you can only lead people whose leadership ability is less than or equal to your own. To keep attracting better and better leaders, you will have to keep developing your own leadership ability.

Peter Drucker is widely regarded as the most influential writers on the subject of management theory and practice. He correctly advocated that the foundation of effective management is the management of oneself. One of his most influential books on the topic is “The Effective Executive” in which Drucker discusses the five essential practices that are hallmarks of effective executives. The book was first published in 1967 and has been in print ever since.

Effectiveness is about getting the right things done. Effectiveness is about organising your life so that you accomplish those things that are important.

In The Effective Executive Drucker argues that effectiveness is a skill that can be learned. Effectiveness is not style or personality, rather a set of practices. These practices can be learnt, just like riding a bike. No one is born learning to ride a bike, but through practice and perseverance its a skill that can be learnt by all. Drucker notes that all effective executives had to learn to be effective and had to practice effectiveness until it became a habit.

This is a powerful book on what makes an effective executive, one I highly recommend. The most important five habits of effective executives are are discussed below.

1. Effective executives know where their time goes

“Effective executives know where their time goes. They work systematically at managing the little of their time that can be brought under their control.” – Peter Drucker

The first step to becoming effective is to know how we spend our time. We become effective by valuing and managing our time. Time is our scarcest resource, not money, people or ideas, but time. We can choose to spend our time in a manner that gets results or we can waste it away.

“Until we can manage time, we can manage nothing else.“ – Peter Drucker

Effective executives don’t start planing without first understanding how their time is being spent. Understanding how executives spend their time helps to know where to reduce the amount to unproductive activities and demands of their time. This frees up time to focus on creating blocks of discretionary time for focused work on strategic concerns.

Effective executives carefully and continuously analyse and manage how they spend their time. Time is a scarce resource and unless this resource is effectively managed nothing else can be effectively managed. The following four steps provide an approach to help getting your time under control:

1. Track how you are actually spending your time. It’s not important what method you use, the important aspect is understanding how your time is being invested. No one knows where their time really goes until they write it down. What do you do that consumes your time without producing results? Executive time is often wasted in the following ways:

• Lack of planning
• Lack of a system to deal with reoccurring issues
• Too many meetings and unnecessary discussions
• Lack of information or information is in the wrong format
• Over staffing causing things to take longer than is necessary

2. Eliminate those activities that are not delivering results, those things that do not need to be done and are merely wasting time.

3. Delegate those tasks on your time log that can be done better by someone else.

4. Consolidate time by carving our chunks of uninterrupted time to work on important concerns that cannot be done by anyone else.

Effective executives know where there time goes and work to ensure their time is spend in accordance with their top priorities.

2. Effective executives focus on contribution and results

“Effective executives focus on outward contribution. They gear their efforts to results rather than to work. They start out with the question, ‘What results are expected of me?’” – Peter Drucker

Effective executives focus on results, not activities and effort. It’s easy to get bogged down with the daily flow of events that we forgot why we are doing what we’re doing. They ask what their contribution and results should be. What can you do to contribute to the organisation and make it more successful? Executives have clarity concerning their contribution and results.

With clarity concerning contribution allow executive to focus on those few things that produce the greatest results. They don’t react to the work in from of them, they don’t allow the flow of event to determine their agenda, instead  effective executives set priorities and do first things first and second things not at all. They focus on what’s really important, that is their contribution and results.

3. Effective executives build on strengths

“Effective executives build on strengths – their own strengths, the strengths of their superiors, colleagues, and subordinates; and on the strengths in the situation, that on what they can do. They do not build on weaknesses. They  do not start out with the things they cannot do.” – Peter Drucker

Organisations and teams are more effective when people contribute according to their strengths. Don’t worry about a persons weaknesses, unless they are negatively impacting results, weaknesses are largely irrelevant. Effective executives use peoples’ strengths and don’t worry about their weaknesses. We all have weaknesses, people with great strengths tend to have great weaknesses. To get strengths requires we manage and work around weaknesses.

Organisations are created to amplify and utilise strengths of people to compete in the marketplace. Weaknesses are only of consequence if they hinder you from exercising your strengths.

Effective executives build on the strengths of their leaders, peers and their teams. This means that they judge people according to their strengths and what they do well. A focus on trying to get people to to many things well results in mediocrity. The goal is not to develop generalists. Rather it’s to develop and leverage the strengths within a team.

Effective executives know how to identify the strengths of people and apply them effectively within the team and organisation. This requires matching the job to the strengths of the team. Guiding team members in the use of their strengths to make the best contribution to the organisation. This requires executives to hire for great strengths and not to hire for lack of weaknesses. Hire people with the goal maximising an organisation or teams strengths.

We all have a few things that we are great at doing and when we focus on improving what we are already great at we become more effective, this increases our impact. Don’t turn yourself into a mediocre generalist, trying to be all things to all people, instead, delegate what you’re not good as and focus on your attention on what you are good at.

4. Effective executives concentrate on first things first

“Effective executives concentrate on the few major areas where superior performance will produce outstanding results. They force themselves to set priorities and stay with their priority decisions. They know that they have no choice but to do first things first – and second things not at all. The alternative is to get nothing done.” – Peter Drucker

Getting things done is not sufficient instead executives must focus on getting the right things done. They understand what’s important and focus on getting that done. Effective executives focus on doing first things first. They concentrate on one thing at a time with discipline and focus. Effective executives prioritise and focus on a few major areas that will produce significant results. Executives are expected to get the right things done. They focus on first things first and not do second things at all. The executive asks what needs to get done and in what order of importance.

“In every area of effectiveness within an organisation, one feeds the opportunities and starves the problems.” – Peter Drucker

Solving problems is a never ending endeavour, just when you’ve solved one problem another raises its head seeking attention. Soon we find ourselves stuck in a never ending loop of problem solving and this is not an effective way to go about delivering results. A focus on solving problems is a great way to maintain the status quo and a blunt instrument in supporting the creation of results. Executives need to shift their focus to opportunities as a way to create a new future. A focus on opportunities is the only way to contribute and drive results. The organisation and teams biggest strengths must be focused on major opportunities this is the best way to generate results.

The effective executive strives for that which will make a difference rather than that which is safe. Effective executives focus on opportunities rather than the problems. They think about what opportunities you can leverage to shape the future rather than solving a problem rooted in the past.

5. Effective executives make effective decisions

“Effective executives, finally, make effective decisions. They know that this is, above all, a matter of system – of the right steps in the right sequence. They know that an effective decision is always a judgement based on “dissenting opinions” rather than on “consensus on the facts”. And they know to make many decisions fast means to make the wrong decisions. What is needed are few, but fundamental decisions. What is needed is the right strategy rather than the razzle-dazzle tactics.” – Peter Drucker

Effective executives consider the following guidelines when making effective decisions:

• Seeking dissenting opinion. Effective executives approach decisions by seeking dissenting opinions rather than seeking consensus. This is because fast decisions are the quickest route to poor decisions. The best decisions are made after full consideration of multiple viewpoints.
• Make decisions actionable. The toughest part of making a decision is getting it implemented. Until decisions are acted upon, it’s not a decision, merely a good intention. Effective decisions build in the actions required for the decision to be executed. This means decisions require an owner, a deadline, an understanding of those affected by the decision, who needs to approve the decision and who needs to be informed.
• Set decision boundary conditions. Do not make decision based on what is acceptable. You will need to compromise in the end. Don’t start with the compromise, start with what’s right. Effective executives clearly define the principles or boundary conditions that the decision must satisfy. Boundary conditions and principles helps the executive think through what is right, before making any compromises to get the decision accepted and implemented.
• Effective decisions are based on facts. When making a decision you’re making a judgement call not a choice between right and wrong. It’s a judgement call on different courses of action. This requires decisions to be supported by facts rather than opinions.

In Summary

The first step on the road to effective leadership is the decision to take responsibility for managing oneself. This book provides an excellent foundation for leadership effectiveness – to help focus on doing the right things. Effectiveness is a habit that we all need to learn and the above five practices described by Peter Drucker provide a base set of practices that underpin leadership effectiveness.

In this world of rapid change, the leader must be out in front to encourage change and growth and to show the way to bring it about.

Managers usually are more skilled in the technical requirements of change, whereas leaders have a better understanding of the attitudinal and motivational demands that the followers need. Note the difference: In the beginning, the skills of a leader are essential. No change will ever occur if the psychological needs are unmet. Once change has begun, the skills of a manager are needed to maintain needed change.

A good exercise when you face change is to make a list of the logical advantages and disadvantages that should result from the change, and then make another list indicating the psychological impact. Just seeing this on a sheet of paper can be clarifying.

Leadership is a choice you make rather than a place you sit. In other words, leadership comes from influence and not from your position. For this reason, even when you’re not in front, you’re still leading those around you. In fact, you are even influencing those ahead of you., I’d like to look at four models of how followers influence those above them in the chain of command.

Four Models of Leading from the Middle of the Pack

1) The Backseat Driver

Have you ever had the misfortune of transporting a backseat driver in your car? Talk about annoying! Backseat drivers specialize in providing unwanted input. They ceaselessly provide directions, acting like a human GPS—only without a “mute” button. They gladly point out shortcuts that the driver missed or parking spots that she failed to notice.

The problem with backseat drivers isn’t that they provide misinformation, but that they do not have driver’s permission to give guidance. Unsolicited advice is almost always received as criticism. As such, backseat drivers anger and annoy the very person they’re trying to assist. They end up being more distracting than helpful.

2) Dead Weight

Railroad transportations companies want to load each and every train car with cargo in order to make money. An empty railroad car not only fails to add to profits; it is costly to move and maintain. The locomotive must work harder, expending extra fuel, to haul unfilled train cars. Accordingly, freight trains would be better off without having to transport unused cars.

Teammates are dead weight when the energy that they exact from a leader outweighs their contribution to the team. Such persons increase a leader’s workload rather than lightening it. Consequently, the influence of dead weight isn’t neutral; it’s negative.

3) Brownnoser

Initially, flattery may boost a leader’s ego, but brownnosers actually have the negative effect of preventing a leader from correcting poor decisions and from growing in self-awareness. In addition, brownnosers eventually expect preferential treatment in exchange for their compliance. In this respect, they’re like parasites, sucking the lifeblood out of leaders without providing anything of real value in return.

4) Wingman

Positioned behind and to the side of the lead airplane, the wingman serves as a visual lookout for the lead aircraft. The wingman is also on-call to play a supporting role in aerial combat. Importantly, the wingman answers to the commands of the lead pilot. He must be disciplined in his support, coordinating his maneuvers with those of the leader. Even though they aren’t in charge, wingmen have tremendous influence on the outcome of an aerial engagement and, as such, their leaders hold them in the highest esteem.

What can you do to become a better wingman?

Invest in relational chemistry. Get to know what makes your leaders tick, their style of decision-making, their values, etc. You want to earn their trust and to be able to anticipate their actions.
Be prepared every time you take your leader’s time. Making the most of your leader’s time not only communicates respect but also showcases your commitment to the team.

Know when to push and when to back off. Given your unique vantage point in the organization, you inevitably will have some knowledge your leader lacks. The key is to know when giving your input will aid your leader in reaching a decision and when it will merely complicate matters.
Be better tomorrow than you are today. Nothing impresses a leader like a self-motivated performer. As you demonstrate growing capacity for responsibility, more will be given to you.
Wrap-Up

Remember: In the long run, you cannot succeed if your leader fails. Whether you’re conscious of it or not, you have influence with your boss. Learning to cultivate that influence can spell the difference between career advancement and professional stagnation.

Many organizations today fail to tap into their potential. Why? Because the only reward they give their employees is a paycheck. The relationship between employer and employee never develops beyond that point. Successful organizations take a different approach. In exchange for the work a person gives, he receives not only his paycheck, but he is also nurtured by the people he works for. And nurturing has the ability to transform people's lives.

I use the "BEST" acronym as a reminder of what people need when they get started with my organization. They need me to . . .

Believe in them
Encourage them
Share with them
Trust them

Nurturing benefits everyone. What employees wouldn't be more secure and motivated when their leader believes in them, encourages them, shares with them, and trusts them (BEST)? People are more productive when they are nurtured. Even more important, nurturing creates a strong emotional and professional foundation within workers who have leadership potential. Later, using training and development, a leader can be built on that foundation.

Every good coach I've watched has worked from a game plan. He's got one not only for each individual game, but a plan for the development of the whole team over the course of the current and upcoming seasons. Once the game plan has been drawn up, he then communicates it to his team on an almost continual basis.

Paul "Bear" Bryant, the late Alabama football coach, had five points that explained what he believed a coach should do:
1. Tell players what you expect of them.
2. Give players an opportunity to perform.
3. Let players know how they're getting along.
4. Instruct and empower players when they need it.
5. Reward players according to their contribution.

The process must begin with communicating the game plan. That is the key to productivity. But it must continue with the exchange of information. As Sydney J. Harris said, information is "giving out" while communication is "getting through." When there is interactive communication between the team leader and his people, it empowers them to succeed.

In my current role we are experiencing some huge changes in the way we go to market. This changes which include some fellow workers loosing the position need to managed effectively,

Change management is a basic skill in which most leaders and managers need to be competent. There are very few working working environments where change management is not important.We look at the basic principles of change management, and provides some tips on how those principles can be applied.

When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind:

1. Different people react differently to change
2. Everyone has fundamental needs that have to be met
3. Change often involves a loss, and people go through the "loss curve"
4. Expectations need to be managed realistically
5. Fears have to be dealt with

Here are some tips to apply the above principles when managing change:

• Give people information - be open and honest about the facts, but don't give overoptimistic speculation. Ie meet their OPENNESS needs, but in a way that does not set UNREALISTIC EXPECTATIONS.
• For large groups, produce a communication strategy that ensures information is disseminated efficiently and comprehensively to everyone (don't let the grapevine take over). Eg: tell everyone at the same time. However, follow this up with individual interviews to produce a personal strategy for dealing with the change. This helps to recognise and deal appropriately with the INDIVIDUAL REACTION to change.
• Give people choices to make, and be honest about the possible consequences of those choices. Ie meet their CONTROL and INCLUSION needs
• Give people time, to express their views, and support their decision making, providing coaching, counselling or information as appropriate, to help them through the LOSS CURVE
• Where the change involves a loss, identify what will or might replace that loss - loss is easier to cope with if there is something to replace it. This will help assuage potential FEARS.
• Where it is possible to do so, give individuals opportunity to express their concerns and provide reassurances - also to help assuage potential FEARS.
• Keep observing good management practice, such as making time for informal discussion and feedback (even though the pressure might seem that it is reasonable to let such things slip - during difficult change such practices are even more important).

Where you are embarking on a large change programmes, you should treat it as a project. That means you apply all the rigours of project management to the change process - producing plans, allocating resources, appointing a steering board and/or project sponsor etc.. The five principles above should form part of the project objectives.On the second page of this article, you can read an expanded description of each of the five principles.

When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind:


Principle ONE 

Different People React Differently To ChangeThe following diagram represents a spectrum of change:

Stability - - - - - - - - - - - - - - - - Change Different people have different preferences for where they like to be on this spectrum. Some people like to be at the STABILITY end of the spectrum - they like things to be the way they have always been. Other people like to be at the CHANGE end of the spectrum - they are always looking for something different and new.

Problems arise when the individual's preferences differ from the situation they find themselves in. That is, if:

• a stability-oriented person finds that circumstances are changing quite rapidly, or
• a change-oriented person finds that everything is the same and there is nothing new

In these situations, the individuals involved can experience:

• strong disatisfaction
• stress
• negative attitudes towards individuals with preferences at the other end of the spectrum (eg: distrust, dislike)
• resistance (to change, or to the status quo)
• intense emotions
• loss of rational judgement

People tend to resist, therefore, approaches on other parts of the spectrum than where they themselves prefer to be.

Principle TWO 

Everyone Has Fundamental Needs That Have To Be Met A famous psychologist called Will Schutz identified three basic needs that people have in interpersonal relations. These basic needs are also of fundamental importance in people's reaction to change:

• The need for control
• The need for inclusion
• The need for openness

Whilst the need for these can vary between people, in any change process there is always some degree of need for control over one's environment/destiny, some degree of need to be included in the process of forming the change that is taking place, and some degree of need for managers/leaders to be open with their information.If a change programme fails to meet the control, inclusion and openness needs of the individuals affected by it then that programme is likely to encounter a range of negative reactions, ranging from ambivalence through resistance to outright opposition.

Principle THREE 

Change Often Involves A Loss, And People Go Through The "Loss Curve" The relevance of the "loss curve" to a change management programme depends on the nature and extent of the loss. If someone is promoted to a more senior position, the 'loss' of the former position is rarely an issue because it has been replaced by something better. But if someone is made redundant with little prospect of getting a new job, there are many losses (income, security, working relationships) that can have a devastating effect.There are many variations of the "loss curve". One is known as "Sarah" - that is, the individual experiences (in this order):

• S-hock
• A-nger
• R-ejection
• A-cceptance
• H-ealing

The common factors amongst all "loss curves" are:

1. that there can be an initial period where the change does not sink in. For example, feelings may be kept high by the individual convincing themselves that the change is not going to happen.
2. that when the loss is realised, the individual hits a deep low. The depth of this 'low' is deepened if the loss is sudden/unexpected.
3. that the period of adjustment to the new situation can be very uncomfortable and take a long time. In the case of bereavement, the period of adjustment can be as long as two years.

Principle FOUR 

Expectations Need To Be Managed Realistically The relationship between expectations and reality is very important. You can see this in customer relations - if a supplier fails to meet expectations then the customer is unhappy; if the supplier exceeds expectations then the customer is happy.To some extent the same principle applies to staff and change. If their expectations are not met, they are unhappy. If their expectations are exceeded, they are happy.

Sometimes, enforced change (eg: redundancies) inevitably involve the failure to meet expectations: there had been an expectation of job security, which has now been taken away.

What leaders/managers have to do, however, is make sure they don't pour petrol on the fire by making promises that can not or will not be kept. Expectations have to be set at a realistic level, and then exceeded (eg: in terms of the degree of outplacement support that will be provided).

Principle FIVE 

Fears Have To Be Dealt With In times of significant change rational thought goes out of the window. This means that people often fear the worst - in fact, they fear far more than the worst, because their subconscious minds suddenly become illogical and see irrational consequences. Eg:

• Our company is reducing staff, which means...
• They will make people redundant, and...
• I'll be the first to be kicked out, and...
• I'll have no hope of getting another job, and...
• I won't be able to pay the mortgage, so...
• I'll lose the house, so...
• My family won't have anywhere to live, and...
• My wife won't be able to cope, so...
• She'll leave me, and...
• I'll be so disgraced the children won't speak to me ever again.

Such fears need to be addressed, eg by helping people to recognise that most people who are made redundant find a better job with better pay and have a huge lump sum in their pocket! Or, where appropriate, by explaining how the reductions in staff numbers are going to be achieved (by natural wastage or voluntary redundancy).

How does a parent become a good leader for a child? Partly by focusing on three key words:

Modeling: Abraham Lincoln said, "There is but one way to train up a child in the way he should go, and that is to travel it yourself." A good example is worth a thousand sermons. What you do has more impact on your child than all the lectures you could ever give.

Management: Good management is the ability to discern the uniqueness of a child and teach him or her accordingly. We are to train up a child in the way he should go. This may mean we will have to adapt our style, depending on the child's temperament and wiring.

Memories: Memories are more important than things. Note that the verse says, "When he is old, he will not depart . . . " This implies that the child has memories of his early experiences and embraces them later in life.

Leaders in some organizations don't recognize the importance of creating a climate conducive to building potential leaders. To see the relationship between environment and growth, look at nature. One popular aquarium fish is the shark. The reason is that sharks adapt to their environment. If you catch a small shark and confine it, it will stay a size proportionate to the aquarium in which it lives. Sharks can be six inches long yet fully mature. But if you turn them loose in the ocean, they grow to their normal size.

The same is true of potential leaders. Some are put into an organization when they are still small, and the confining environment ensures that they stay small and under-developed. Only leaders can control the environment of their organization. They can be the change agents who create a climate conducive to growth.

Austin O'Malley said, "The fact that you have been knocked down is interesting, but the length of time you remain down is important." In life, you will have problems. Are you going to give up and stay down, wallowing in your defeat, or are you going to get back on your feet as quickly as you can?

When you fall, make the best of it and get back on your feet. Learn what you can from your mistake, and then get back in the game. View your errors the way Henry Ford did his. He said, "Failure is the opportunity to begin again more intelligently."

The development of a positive attitude is the first conscious step toward becoming an effective leader. Successful leadership cannot be constructed without this crucial building block.

Check out the following attitude axioms suggested by the words and actions of Joshua and Caleb:

1. Our attitude determines our approach to life.
2. Our attitude determines our relationships with people.
3. Our attitude is often the only difference between success and failure.
4. Our attitude at the beginning of a task will affect its outcome more than anything else.
5. Our attitude can turn problems into blessings.

To be intentional means working with purpose making every action count. Successful leaders are intentional. They know what they're doing and why they're doing it. To become more intentional, do the following:

1. Have a purpose worth living for: Willis R. Whitney, the first director of General Electric's research laboratory, observed, "Some men have thousands of reasons why they cannot do what they want to, when all they need is one reason why they can."
2. Know your strengths and weaknesses: Playing to your strengths rekindles your passions and renews your energy.
3. Prioritize your responsibilities: Once you know the "why" of your life, it becomes much easier to figure out the "what" and "when."
4. Learn to say no: You can't accomplish much without focus. If you try to do every good thing that comes your way, you won't excel at what you were made to do.
5. Commit yourself to long-term achievement: Most victories in life are achieved through small incremental wins sustained over time.

Do you as a organisation reward and encourage candour or are your people to afraid to speak out? Many organisations I work with once I have a opportunity to speak with staff have a unwritten policy that if you speak up, you can kiss goodbye to your career or even your job. For a business to move forward every member of the organisation must contribute. To feel valued within a organisation and not fear retribution open candour should not only be encouraged it should be celebrated and rewarded.