Doug Dickerson on Leadership – Leadership, Workplace Culture, Service

An Obstacle or Opportunity?

If you can find a path with no obstacles, it probably doesn’t lead anywhere. – Frank A. Clark

A story tells of an ancient time when a king placed a boulder on a roadway as a test. After placing the boulder in the road, he hid and watched to see if anyone would remove the huge rock.

Some of the king’s wealthiest merchants and couriers came by and simply walked around it. Many blamed the king for not keeping the roads clear, but none did anything about getting the boulder out of the way.

Then, a peasant came along carrying a load of vegetables. On approaching the boulder, the peasant laid down his burden and tried to move the stone to the side of the road. After pushing and straining, he finally succeeded. As the peasant picked up his load of vegetables, he noticed a purse lying in the road where he had been. The purse contained many gold coins and a note from the king indicating that the gold was for the person who removed the boulder from the roadway. The peasant learned what many never understood. Every obstacle presents an opportunity to improve one’s condition.

What do you do with the boulders and challenges you find on your road? How do you handle adversity? What are the consequences of your decisions? Let’s look at some examples from the story.

You can ignore them.

Some of the king’s wealthiest merchants and couriers first approached the boulder in the road. Being people of wealth and means, you would think that if they couldn’t move the boulder themselves, at the least, they could pay someone to do it for them. Wrong.

The first group left the boulder right where it was, a convenient representation of their desire not to get involved or be bothered. Many complained and blamed the king for the poor road conditions.

From a leadership perspective, this was a terrible move, not just because they could have done something about it but also because they passed the burden of the boulder on to the next set of travelers to fix. The wealthy merchants represent self-absorbed leaders who only think of themselves. And now, because of their actions, they leave the problem to someone else.

Leaders, remember that your actions today bear consequences for others tomorrow. You can leave a clear path for others or leave obstacles you find for others to deal with later.

Leadership Insight: Small obstacles you ignore today can become boulders tomorrow. Clear the path not only for yourself but for those who follow you.

Additional Resource: Embracing The Hard Things in Leadership

You can do the heavy lifting and reap the reward.

The peasant comes down the road and finds the same boulder blocking his path. Unable to remove it himself, he recruits some help, and together, they move it.

The peasant in the story represents a servant leadership mindset. He knows that it is in his best interest to move the boulder for his own passage and for those coming behind him.

In his book, High Road Leadership, John Maxwell writes, “When you do what’s right, you’re not only taking the high road with others. You are taking the high road with yourself.” And this is precisely what the peasant and his helpers did. They took the high road by clearing the road for others to travel.

The happy ending to the story is that the king left a note and a purse filled with gold coins – the reward for the person who moved the boulder from the road.

While the servant leadership mindset is not about what you get in return for your actions, it demonstrates that good things come to those who put others first. When you take the high road, you make the road better for everyone. Click To Tweet

Leadership Insight: As a leader, be willing to do the heavy lifting – not for the sake of the reward, but because of the joy found in serving others.

On your leadership journey, you will encounter boulders. How you see them—as obstacles or opportunities—will make all the difference.

Additional Resource: The Power of Resistance in Leadership

Are You The Answer Man or the Leader?

The wise man doesn’t give the right answers; he poses the right questions. – Claude-Levi Strauss

I have always been a trivia fan. This would include board games and shows like Jeopardy. I got hooked when Trivial Pursuit came out in the early 1980s and have enjoyed all trivia-related games since.

Speaking of trivia, the following have been identified as among some of the hardest trivial pursuit questions:

Who was the official hair consultant to the 1984 Los Angeles Olympics?
What is the scientific name for a rabbit’s tail?
How many rings make up one arm of the Michelin man?
What was the name of the Douglas family dog on My Three Sons?
What was broken in Oxford, England, on May 6, 1954?
What eye-catching device was invented in the 17th century by Anton van Leeuwenhoek?
(Answers: Vidal Sassoon, Scut, Four, Tramp, The 4-minute mile, The microscope)

Having fun with trivia is great for family game nights and other occasions. But how does that play out in your day-to-day leadership? While being knowledgeable as a leader is imperative, when does it become a liability for your team instead of an advantage?

John Maxwell said, “The smartest person in the room is never as smart as all the people in the room.” In fact, on another occasion, Maxwell said, “If you’re the smartest person in the room, then you’re in the wrong room.”

As leaders, how do we embrace the tension between what we know, the experiences we have gained, and the wisdom we can share without coming across as the proverbial “answer man” to everyone around us?

Marcus Kreth, the CEO of Asia Media Publishing Group, wrote an article titled “Why Leadership Isn’t About Knowing All The Answers—But Asking The Right Questions.”

In it, Kreth writes, “As a leader, is my role to know the ins and outs of every single department? Should I be the one who excels at every technical skill? Or is my role to guide, set direction, to ask the right questions, and bring the right people together to execute the vision? That’s the moment I realized something fundamental about leadership: It’s not about being the best at everything. It’s about creating an environment where everyone can be their best”.

Kreth’s first main point states, “Great Leaders Don’t Have All the Answers”.

Over the decades in leadership, I have come to know and understand the weight and burden of providing answers. Early in my career, I felt a particular obligation to be ready with an answer. I figured that at best, it might be something solid and helpful, or at worst, I could wing it well enough that the other person wouldn’t notice. It could be exhausting.

Now, at this stage in my life, I fully embrace Kreth’s assertion that great leaders don’t have to have all the answers. It’s a refreshing posture in leadership. However, it does not absolve you from your leadership responsibility to constantly learn and improve. But now you are free from having to prove it.

When thinking about whether you are the answer man or the leader, consider these thoughts.

Are you trying to impress people or make an impact?

John Maxwell said, “People don’t care how much you know until they know how much you care.” Ultimately, people will be more impressed by how well you cared for them than by how much you tried to impress them with how much you know. Don’t be confused about this as a leader.

Additional Resource: Elevating Your Leadership Influence

Are you empowering your team or hindering it?

If you are the answer man and your people constantly come to you for all the answers, you are stalling your team’s flow and progress. As Kreth said, you want to guide, set direction, and ask the right questions to empower your team. The most liberating day in your leadership is the day you realize that you don’t have to know everything!

The writer of Ecclesiastes said there is a time to be silent and a time to speak. As a leader, you have to know the difference.

Additional Resource: Building a Culture of Empowerment

What’s In a Name?

I yam what I yam an’ that’s all that I yam! – Popeye

Setting out from Hamburg, Germany, one day to give a concert in London, violinist Fritz Kreisler had an hour before his boat sailed. He wandered into a music shop, where the proprietor asked if he could look at the violin Kreisler was carrying. He then vanished and returned with two policemen, one of whom told the violinist, “You are under arrest.”

“What for?” asked Kreisler. “You have Fritz Kreisler’s violin,” replied the officer. “I am Fritz Kreisler,” he responded.

“You can’t pull that on us. Come along to the station.” As Kreisler’s boat was sailing soon, there was no time for prolonged explanations. Kreisler asked for the violin and played a piece he was well known for. “Now, are you satisfied?” he asked. They were!

Kreisler’s detainment and subsequent release from the questioning authorities are reminders of the importance of knowing one’s name and what it is known for.

If I were to give you a list of names, you could immediately identify them by what made them famous. For example:

Henry Ford – Inventor of the Model T Ford
Thomas Edison – Inventor of the light bulb, among other things
Walt Disney – A pioneer of the animation industry
Michael Jordan – Arguably by many the greatest NBA player of all time
Steve Jobs – The co-founder of Apple
Billy Graham – The greatest evangelist of the last century
Babe Ruth – One of the all-time greats in Major League Baseball

Many people are fascinated by learning more about their names and ancestry. I read that Ancestry.com had a revenue of $1 billion in 2022. That amount indicates that people long to learn more about their ancestral roots and seek a sense of belonging that connects them to their past.

While my name and yours may not be synonymous with a great inventor or a star NBA player, our names represent a life that matters. As leaders, this is significant.

My name and yours may not command worldwide attention or recognition, but it’s a name entrusted to us to represent well.

Leadership takes many forms and has many definitions. Some leaders command the spotlight with grace and dignity, while others serve with equal honor in obscurity.

Sadly, some abuse their place of leadership by mishandling their authority and using others to get ahead and make a name for themselves at the expense of those around them.

As you read this, the challenge is to reflect on what your name as a leader means and what you want to be known for. Here is some food for thought.

Be known as a servant leader, not self-serving.

When you believe your leadership is about your title or position, a self-serving leadership posture will define you. Rule one in leadership is that it’s not about you.

Additional Resource: Get Off Your High Horse

Be known for adding value, not subtracting.

As leaders, you and I have a choice every day to add value to those around us or to subtract. This is an amazing privilege. Leadership is not about what others can do for you, but is found in what you can do for them.

Additional Resource: The Value of Adding Value

Be known for listening more and talking less.

As a leader, you don’t always have to be the “answer man” to everyone around you. Your influence increases as you listen and seek to understand those around you. The old saying rings as true today as ever: God gave us two ears and one mouth for a reason. Use accordingly.

Additional Resource: Are You Listening?

Be known for building bridges, not tearing them down

As a leader, you can be a unifier in a world of discord. Be known for bringing people together when the culture wants to divide. Division is ruled by fear; unity is defined by those who seek understanding. Good things can happen when people come around the table with open hearts and minds. That begins with you.

Additional Resource: Building Bridges and Tearing Down Walls

Be known for your humility, not your arrogance.

Leadership is not about your “rights” or the weight you want to throw around. Leadership is a privilege, and serving others is your mission. Arrogant and haughty leaders may command a room, but they don’t lead the hearts of those in it. That comes from genuinely understanding your role as a leader. Click To Tweet

Additional Resource: Recovering Humility in Leadership

As you consider the above list of ways you want to be known as a leader, I trust you will build on and add to it. Make your name and your leadership count!

The Price of Peace

Posted February 19, 2025February 19, 2025
by admin

Lord, make me an instrument of thy peace. Where there is hatred, let me sow love. – Francis of Assisi

What is the price and value of peace to you? To what extremes do you go to keep the peace at work or home? Are you, by nature, the peacemaker during a conflict? What do you give up in the process? How far are you willing to go to maintain and protect it? These are all challenging questions- especially for leaders.

Research by SHRM late last year revealed that among 1,000 employees, two-thirds (66%) say they have experienced or witnessed incivility in their workplace. The most common forms of incivility witnessed or experienced included addressing others disrespectfully, interrupting or silencing others while speaking (34%), and excessing micromanaging or monitoring.

The Oxford Dictionary defines peace as “freedom from disturbance; tranquility.” However, what constitutes peace for one person in the workplace may look quite different from the person in the cubicle beside you. One person’s “disturbance” may be another person’s means of achieving the same goal as you, just in a different way. If offending you is the price of achieving the same goal, they are not bothered by that.

Patrick Lencioni once observed, “When team members trust each other and know that everyone is capable of admitting when they are wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.” So, how do you reconcile this as a leader who desires results while maintaining a healthy balance of peace and disturbance? I believe some honest conversations are necessary to achieve this. Let’s explore a few organizational questions for consideration.

Have proper boundaries and trust been established?

Healthy boundaries in your workplace begin with healthy relationships. Click To Tweet Healthy boundaries in the workplace don’t happen by chance. When relationships are prioritized and developed, suspicions over motives are diminished. How have you intentionally made space for healthy and necessary dialogue that, with a few, may look like the absence of peace?

When trust is established, healthy relationships can thrive. Trust is established not by keeping your people isolated and separated but by bringing them together. As a leader, you can’t just hope this happens; you must facilitate and prioritize it.

Additional Resource: Read my article The Centrality of Trust in Leadership

What accountability measures do you have in place?

Healthy workplaces exist because accountability is front and center. When your team members have high levels of buy-in, they will have high standards they will fight to preserve. This means holding each other accountable for the culture and workflow.

When this exists in your organization, the responsibility of accountability is shared – in other words, it isn’t all solely upon your shoulders. It’s shared and mutual, as it should be. D.A. Abrams observed, “Accountability is the difference between good leaders and great leaders.” Which do you want to be?

Additional Resource: Read my article Five Excuses That Kill Accountability

Do you and your team understand the difference between peace and conflict?

For many, it makes them uncomfortable when things are unsettled or out of alignment. This may lead to feelings that the workplace is toxic or less desirable. Clearly, toxic workplaces are not healthy, nor is this what I am speaking of here.

A healthy workplace culture can thrive with the right balance of tension and civility. It’s not an either-or situation. It can be healthy when team members come together in trust and with an open mind, indicating that we are a team of people committed to each other and our goals and objectives.

Conflict will occur as long as the “peacekeepers” see the “disrupters” (those with no malicious intent or otherwise purposefully sabotaging your culture) as the enemy. However, seeing them as partners in the cause for the same goal can drastically improve things.

Walking this tightrope as a leader is about building bridges while prioritizing relationships and communication.

Additional Resource: Conflict Resolution to Communication Resolution

How are you keeping the peace today?

Don’t Touch The Thermostat

Posted February 10, 2025February 10, 2025
by admin

Be a thermostat, not a thermometer – Dr. Martin Luther King, Jr.

The earliest recorded history of the thermostat dates back to 1620 when the Dutch inventor Cornelius Drebbel used mercury to control the temperature in chicken coops.

Later, in 1830, Andrew Ure, a Scottish chemist, patented the first modern thermostat, a bimetallic device that curved with temperature changes. In 1883, Warren S. Johnson developed the first electric room thermostat, which allowed for more convenient room temperature regulations in buildings.

I don’t know about your home, but thermostat battles have loomed large in mine for many years, dating back to when our two daughters lived there. Since then, finding the right setting has been a constant struggle.

My wife and I are empty-nesters, and it is still challenging as we age. The battle of the thermostat continues as our bodies fluctuate between being hot and cold. Depending on the hour, our home may have a nice warm tropical feel; the next, it could be an arctic blast. There’s no rhyme or reason, but the electric company loves us.

In leadership, you constantly struggle with being the thermostat. As a thermostat, you desire to set the pace for yourself and your team. The thermometer reflects the actual temperature. The challenge is getting everyone in their sweet spot of performance.

Mary Kay Ash observed, “The speed of the leader is the speed of the gang,” and this is your challenge as a leader. Is your speed or thermostat setting one that works for your team? Finding the right balance is essential for success. Here are three considerations for you to think through.

When your thermostat and expectations are set too low

If this is ever the case for you as a leader, you will cultivate an underperforming team. Finding and achieving excellence will always be elusive because your thermostat or standard is too low. As such, nothing noteworthy is being accomplished.

When no one within your organization is challenged or inspired by your vision and leadership, morale will be low, turnover will be high, and people who strive to create, grow, and be successful will be on the way out sooner rather than later.

Your people will embrace your leadership, vision, and dreams when they see that you have not set the bar too low and are pursuing them with excellence.

When your thermostat and expectations are too high

As a leader, you must have high expectations and goals. People need to know what they are, their role in meeting them, have accountability measures in place, etc., but as the leader, you also live in the tension between the two.

When expectations are too low, little is accomplished. When expectations are too high, the same could hold true even if the right motivations are present. So, how do you navigate this tension as a leader?

When your expectations and thermostat are optimal

Individual performance in the workplace is optimal when you set and model the thermostat (the pace and flow). Individual team members can adjust their thermostats to meet those expectations when set. They know where the bar is for performance and output.

When this happens, team members can reach and exceed their goals under the best conditions. Productivity can increase, morale can flourish, and it’s happening in an environment that is right for them.

This will challenge you as a leader because it begins with you. You will set the standard others will follow, so strive for optimal performance.

Lessons From an Unassuming Farmer

Posted January 29, 2025
by admin

Authenticity means erasing the gap between what you firmly believe inside and what you reveal to the outside world. – Adam Grant

I read a story about a Texas rancher driving through Vermont and had to stop to let a farmer’s cow cross the road. The rancher called out to him as the farmer passed in front of a Cadillac convertible. “How much land you got, partner?”

“Well,” the farmer said, “my land runs down there to them alders along the brook. On the meadow side over there, it goes clean up to those larches on the hill.”

“You know,” said the rancher, “I got a spread in Texas, and I can get in my pickup and drive all day without reaching any of my boundary lines.”

“That so?” said the farmer. “I had a truck like that once.”

The rancher reminds me of many leaders I have known over the years. They are the “one-uppers” who, for some reason, believe they must one-up all those around them.

Then you have the humble, unassuming farmer who, probably with a twinkle in his eye, brought the prideful rancher down a notch.

There are some lessons to be learned from the ole farmer and some leadership perspectives to be gained. We should consider these two.

Leadership is not a game of comparisons.

This can be an easy and unhealthy trap for a leader. An aspiring leader might see a prominent leader who packs out speaking events, writes best-selling books, has a great social media following, etc.; the comparison can be overwhelming.

An old adage says, “Bloom where you’re planted,” and this ought to be your focus as a leader. Your impact will be significant when you commit to your personal growth and development, commit to a strong work ethic, serve others, etc. In other words, focus on growing yourself; everything else will work out.

You have to run your race, not someone else’s race. You have lives to touch with your influence that no one else can touch- even that big-name person you admire from afar. Don’t get caught up with comparisons that don’t matter.

Leadership is not about keeping score.

This is one of the essential leadership skills that will always serve you well. When you commit yourself to not keeping score, it will elevate you as a leader. The greatest challenge you will face every day as a leader is found in leading yourself. With that being the case, there’s little time left to keep score.

According to John Maxwell, keeping score means competing with others. People keep track of the winners and losers. As John says, “Keeping score is appropriate for games, not relationships.”

As you lead from the heart and practice kindness, you soon learn that keeping score is petty. Seeking ways to elevate and serve others becomes a priority, and ultimately, your reflection at the end of the day should revolve around how many people you lifted and served to improve their lives.

There are leadership lessons to be learned all around us. Learning how to make the most of them is what matters.

Conflict Resolution to Communication Resolution

Posted January 15, 2025
by admin

Peace is not the absence of conflict. It’s the ability to handle conflict by peaceful means. – Ronald Reagan

There’s an old story about two men who lived in a small village and got into a terrible dispute they could not resolve. To resolve the conflict, they decided to talk to the town sage. The first man went to the sage’s home and told his version of what happened. When finished, the sage said, “You’re absolutely right.”

The next night, the second man called on the sage and told his side of the story. The sage responded, “You’re absolutely right.” Afterward, the sage’s wife scolded her husband. “Those men told you two different stories, and you told them both they were right. That’s impossible – they both can’t be right.” The sage turned to his wife and said, “You’re absolutely right.”

This humorous story reminds us that during conflict, most people see themselves as on the right side of the conflict. They identify the other party as the ones in the wrong, and the hamster wheel keeps spinning until they eventually “agree to disagree.” In the end, nothing changes, nothing improves, and nothing is gained.

Here’s the principle most people miss: There must be communication resolution before conflict resolution.

We hear and read so much about conflict resolution in many leadership circles. It’s almost as if the primary goal is to be as far removed from conflict as possible – thus producing and generating a “healthy” workplace culture.

As a leader, you can work tirelessly to create an environment where “conflict resolution” abounds and people smile all day. Still, underneath the surface, tensions and the general feeling that peace must be maintained at all costs are causing many to feel as though they are walking on eggshells.

What if there was a better way? What if you could have a culture where healthy disagreements could occur – and dare I say it – it’s encouraged? Imagine a culture where civility and disagreements are welcomed and discussed in a way that moves you closer to your goals and objectives.

Many conflicts at home or work can be traced back to poor communication skills. Listening skills primarily revolve around waiting to respond and not seeking to understand. The list goes on. But when you sharpen your communication skills, you also sharpen – indirectly, your ability to resolve conflict. As a leader, this is an invaluable tool. Let me give you some general starting points for communication resolution. Remember that this is not an exhaustive list, but a good place to start.

Resolve to build trust

Communication rises and falls on trust. If your people don’t trust you, the conflict will be ever-present in your organization. The foundation of resolving conflict is measured by a shared trust that, despite any conflict, is knowing that we can trust each other.

Resolve to bring people together, not keep them apart

The longer people are kept apart, the more prolonged tensions have to fester and boil over. When your team is not sitting down together and communicating, there is more of an opportunity for conflict to grow.

Resolve to listen more than you speak

Your role as a leader is to facilitate communication, not lecture. A good rule of thumb is to talk less, listen more, and weigh in when needed. The more your team communicates with each other, the more they will discover that there is usually more that unites them than divides them. Give them space to figure it out.

Resolve to lead with humility

Your responsibility as a leader is not to walk away from conflict but to open communication channels. It’s not about pulling rank, keeping score, or winning at all costs. It’s about being a servant leader who cares more about your people than winning.

Next week, I will discuss this topic further with you, including some action steps you can implement to help you build a team that understands the value of communication.

Why Your Perspective Matters

Posted January 8, 2025
by admin

Success in life comes not from holding a good hand but from playing a poor hand well. – Denis Waitley

A man reads an ad in the newspaper, “Hunting dog for sale, $2,500 but well worth it.” He called the number, and the man told him he had to see the dog. The following day, they met and went hunting early.

The dog flushed two birds from a clump of bushes, and when they fell into the water, he walked on top of the water, grabbed the birds, and walked back on top of the water. The man was amazed and bought the dog on the spot. The next day, he persuaded his brother to go hunting with him. They flushed a couple of birds, and the dog again walked on top of the water, retrieved the birds, and walked back to their boat on top of the water.

He asked his brother what he thought of the dog, and the brother replied, “So you bought a dog that can’t swim?”

The brother’s response is like that of some people you and I know, right? Regardless of how well things may be going, one person will always be the one who can’t help themselves and will see or say something negative. Even though the dog can walk on water, you’ll hear from someone who will notice that the dog can’t swim.

A 2022 PSP Metrics article cited a Bureau of Labor Statistics report that “negativity in the workplace costs businesses $3 billion a year due to its harmful effects. Workplace negativity is like a disease, and even the best companies aren’t immune.” As unfortunate as this may be, there are two things you need to be mindful of as a leader.

You are responsible for your attitude and perspective.

Here’s a leadership truth you can take to the bank: your attitude will make or break you. Zig Ziglar said, “Your attitude determines your altitude.” How high, how far, and how productive you desire to be is directly linked to your attitude. With a good and healthy attitude and perspective, your potential and possibilities are unlimited.

In 1914, when Thomas Edison’s lab was destroyed by fire. Including one-of-a-kind prototypes and causing $23 million in damage, Edison’s response was simple: “Thank goodness all of our mistakes are burned up. Now we can start fresh again.”

Hang around in leadership long enough, and you will experience the exhilaration of successes and the disappointments of failures. Your attitude in both will give you the perspective you need for the long haul. But remember, your attitude and perspective are directly linked to your success. Choose wisely.

You are responsible for leveraging your influence as much as possible.

You are not personally responsible for the attitudes and perspectives of those around you. While it might undoubtedly improve your workplace culture if you were, it’s something that you have no direct control over.

That being said, you are responsible for leveraging your influence as a leader in a way that others will desire to emulate.

Here’s what I know: your words, your attitude, your perspective, your demeanor, and your tone serve as a thermostat for those around you. When appropriately set, you can positively influence those around you. And while there will perhaps be some who will not choose the positive perspective over the negative one, you can at least take heart in knowing you did your part.

Your perspective and attitude matter, and it’s a choice you must make. Harvey Mackay framed it this way, “When you wake up every day, you have two choices. You can either be positive or negative, an optimist or a pessimist. I choose to be an optimist. It’s all a matter of perspective.”

What choice are you making today?

Time For Change

Posted January 1, 2025January 1, 2025
by admin

If you don’t like something, change it. If you can’t change it, change your attitude. – Maya Angelou

How well do you embrace change? Research conducted by Pritchett finds that some 20% of people are change-friendly. They are willing to embrace change and are typically those who will drive it in their organizations. Another 50% are those who sit on the fence. They assume a neutral position, figuring out which way to lean. The remaining 30% are the resisters. They are antagonistic toward change and deliberately try to make it fail.

Even good change has been hard to come by over time. In many ways, we are settlers. We settle for what is, would instead not be burdened by learning something new, and would prefer to keep antiquated systems even when new ones would be more beneficial.

Take electricity, for example. I read that when electricity was first introduced in buildings and homes, people feared it. There were no safe circuits available. When electric lights were introduced to the White House in 1891, President Harrison feared electrocution, even touching the lights.

A newspaper entry from 1900 reads, “Do we really need it when gas lights work just fine, and horses are easier than cars?”

As we enter 2025, we stand on the brink of many changes that await us. Some are known, but many are not. Over the years, here is what I have learned about change.

Your attitude toward change is more important than the change

The only constant is change. We can control some change but can’t control most of it. However, we always have control over our attitude toward it.

When it comes to change, your attitude will help you navigate it, and how you navigate it will determine your success and peace of mind. Be careful about the choices you make.

You can be a change agent or a change spoiler.

As a leader, you are uniquely positioned to be a change agent for good. To that end, the world needs you. But you can’t be a change agent for good from the sidelines. Granted, not every idea for change is good, but not every idea for change needs to be resisted.

Your role as a leader is to be engaged, have the wisdom to discern right from wrong, and be the voice of reason. Click To Tweet

Your personal growth is attached to your ability to change

John Maxwell said, “Change is inevitable; growth is optional.” And this is the secret sauce of your success. Change is going to happen with or without you. Your growth is optional.

Maxwell also said, “People change when they hurt enough that they have to change, learn enough that they want to change, receive enough that they can change.”

So, in what ways do you want to change in 2025? What are you willing to do to embrace change? What will you do to grow in 2025 and become the person God desires you to be?

Ready or not, 2025 is here, and it’s time for a change.

‘Normal’ Thinking Leadership

Posted December 2, 2024December 31, 2024
by admin

Where success is concerned, people are not measured by inches, or pounds, or by college degrees, or family background; they are measured by the size of their thinking. – David Schwartz

As a leader, your style of thinking says as much about your leadership as it does your decision-making skills. If you are a leader who tends to shoot from the hip with your decision-making, it might be safe to say that your thinking process is a reflection of that same approach.

I’m reminded of the story of a man who bought a new gadget – unassembled, and after reading the instructions, just couldn’t figure out how to put it together. He sought the help of an old handyman. The old handyman picked up the pieces, studied them, and then began assembling the gadget.

In a short time, he had put it together. “That’s amazing,” said the man. “And you did it without even looking at the instructions!”

“Fact is,” said the old man, “I can’t read, and when a fellow can’t read, he’s got to think.”

My friend Anthony is a successful architectural designer. His work is amazing and award-winning. He has a special gift when it comes to his craft (Click here to visit Anthony’s website). In as much as I am impressed by his work, I was just as impressed by his perspective when I recently came across a post where he referenced the quote that said, “Your ‘normal’ day is someone else’s dream, so be thankful every day.” Anthony’s perspective got me thinking about, well, the way that we think.

What you may consider ‘normal’ or ‘routine’ for you as a leader may very well be someone else’s dream. When others are looking at you, drawing inspiration from you, wanting to emulate your success or craft, this is not something that should ever be taken for granted. I believe Anthony’s perspective is worthy of adapting to my leadership, and I can’t help but think it will benefit yours as well.

What considerations ought to go into our ‘normal’ thinking patterns as leaders? Here are a few ideas for starters.

Make ‘normal’ – thinking of others first

This type of thinking breaks with the traditional mold of looking out for oneself first. As a leader, your ability to think of the good and welfare of those you lead is your first priority. Remember the first rule in leadership – it’s not about you! Let’s strive to make servant leadership normal again.

Make ‘normal’ – thinking with others

Leadership is not done in a vacuum. You and I gain leadership perspective when we do what I call “thinking out loud”. I do this often with others whereby I pitch ideas and thoughts I have about life and leadership to gather a broader perspective. In some cases, it validates those thoughts and ideas and at other times it confirms it was a bad idea. Let’s strive to make collaborative leadership normal again.

Make ‘normal’ – thinking long

In the age of instant gratification, instant leadership can be disastrous. Thinking long means avoiding the “tyranny of the urgent” by embracing the wisdom of restraint with an understanding of the impact your decisions have on today but, also in the future. Simon Sinek said, “The big picture just doesn’t come from distance; it also comes from time.” Thinking long can give you a perspective that instant leadership can’t give you. So be sure to ask yourself if what you are thinking today will stand the test of time. Click To Tweet Let’s strive to make thinking long normal again.

Final Thoughts

Henry Ford said, “Thinking is the hardest work there is, which is probably the reason why so few engage in it.” Be a leader who is not afraid to think of others first, to think with others, and to think long. We must not only think outside the box but think while we are in it.