Doug Dickerson on Leadership – Leadership, Workplace Culture, Service

The Price of Peace

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

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

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.

When We Disagree

Posted November 18, 2024
by admin

Disagreement is inevitable, but disrespect is unacceptable. – John Maxwell

Years ago, Charles Swindol shared a story about meeting a gentleman who served on one of Walt Disney’s original advisory boards. He recounted being told how tough those early days were, but that the remarkable, creative visionary refused to give up.

He told the story of how Disney responded to disagreement. He said that Disney would occasionally present some unbelievable, extensive dream he was entertaining. Almost without exception, the members of his board would gulp, blink, stare back at him in disbelief, resisting even the thought of such a thing.

But unless every member resisted the idea, Disney usually didn’t pursue it. The challenge wasn’t big enough to merit his time and creative energy unless they were unanimously in disagreement.

I believe in many ways that Disney was not only a pioneer in the realm of entertainment, but in many respects what healthy disagreement can look like from a leadership and management perspective.

It would be safe to say that many frown upon disagreement and many do not speak up for fear of being labeled as a trouble-maker. Rather than voicing disagreement, many opt to just go along and get along for the facade of unity.

When this happens – whether by design or by default, creative thinking is sidelined, great ideas are silenced, and morale is compromised. But it doesn’t have to be this way.

General George S. Patton said, “When everyone is thinking alike, then someone isn’t thinking.” And this is precisely the reason why we need to learn the art of respectful disagreement and restore it to its rightful place.

To be sure, we live in a divisive culture as a whole. Our recent elections here in the U.S. showcased that point. And while disagreement is normal, division is a choice. In practical leadership terms, what does and should that look like? Here are a few tips for consideration for your consideration.

Welcome disagreement

As a leader, the best way to handle disagreement in your workplace culture is to welcome it. Not so that your people sit around and come up with ways to be disagreeable for no legitimate reason, but to demonstrate that respectful disagreement is healthy for the organization.

You want all points of view to be represented and people to know that you are a leader who listens and seeks the best options. If people in your organization are afraid to speak up, then most likely it’s a leadership issue that resonates with you. Your job is to set the table and hear from everyone.

Remove the barriers and misconceptions

How sad it is that in some organizations people do not speak up for fear of retribution, not being seen as a team player, or being seen as an obstructionist, etc. These are all valid fears or concerns that many have. As a leader, you need to address those fears and misconceptions and create an environment where a diversity of opinions – even those different from yours, are voices, heard, and when possible, acted upon.

When you remove the barriers to open and honest communication, you also build new levels of trust with your team. In return, morale is boosted and more people have buy-in and a sense of belonging and purpose. But this can’t happen if you are an insecure leader who doesn’t welcome input.

Respect for all

Gandhi said, “Honest disagreement is often a good sign of progress.” And while making progress is the goal, it should not come at the expense of anyone being disrespectful toward those with differing views. And after all differing views have been expressed, there still may be lingering disagreement on the path forward. But respect should always prevail.

Healthy disagreement is a sign that people are invested, engaged, and care about the issue at hand. That alone deserves respect. Your job as a leader is to honor that and make sure others on your team do as well even when they disagree.

Are You Questioning Your Own Thinking?

Posted November 4, 2024
by admin

We cannot solve our problems with the same thinking we used when we created them. – Albert Einstein

At the turn of the century, Blockbuster reigned supreme in the video rental industry. If your family craved a movie night, chances are, someone had to drive to one of Blockbuster’s 9,000 stores, stroll through rows of DVD-lined shelves, and hand a membership card to a blue-clad employee.

When Reed Hastings, founder of the fledgling startup called Netflix, met with Blockbuster CEO John Antioco in 2000 to propose a partnership, he was laughed out of the office.

Despite changing consumer preferences, Blockbuster doubled down on its store-first model by offering popcorn, books, and toys, while Netflix experimented with a subscription model and no late fees. Only 10 years later, Netflix became one of the largest streaming sources on the internet. Blockbuster declared bankruptcy.

That story is a reminder of what potentially can happen if we do not question our thinking and systems regularly.

Andy Stanley once observed “We should remember that every tradition was originally a good idea – perhaps even revolutionary. But every tradition may not be a good idea for the future.”

Think about your current systems and ways of doing things whether in the context of your organization or elsewhere. What traditions or ways of doing things remain in place? How long has that been? Would they still be considered a good idea or revolutionary by today’s standards?

I am not advocating dumping standing traditions for the sake of dumping them. I am challenging you to question your thinking about them. How could an honest assessment potentially be beneficial to you? Consider the following.

How many of the current traditions and ways of doing things in your organization are inherited or passed down over time?

There may be ways in which you operate in your organization and no one quite understands why other than to say “This is the way we’ve always done it.” If so, now might be a good time to evaluate whether a change can be made.

What would be the most uncomfortable thing about making a change to your standing traditions?

Would it be the fear of possible pushback? Would it be the fear of it being obsolete and time to replace it?

What new advancements in operating systems, technology, and training exist now that didn’t when your traditions were first established?

Over time, things streamline and improve. What advancements and updates could help you operate more efficiently? What training and development would improve employee morale and engagement? Give yourself permission to keep up with the times you are now in.

Are the original goals of your traditions being met and achieved?

If not, why are you still holding on to them? Is it time to do away with them or refine them? Either way, no standard way of doing things should exist if they are not moving the needle in the right direction.

Are you the catalyst for change or the status quo?

There comes a time when every leader must come clean with an honest answer to this critical question. Are you holding your organization, team, or yourself back because you are stuck in the past? Does the memory of the “way things used to be” mean more than the possibility of what could be next?

Questioning your thinking is not easy. It speaks to your motives, your vision, and yes, to your relevance as a leader going forward.

John Maxwell was right when he said, “If you want to reject popular thinking in order to embrace achievement, you’ll have to get used to being uncomfortable.” And this is why it’s important to question your own thinking.

What questions are you asking yourself today?

Your Leadership Rewards Program

Posted October 9, 2024October 9, 2024
by admin

As iron sharpens iron, so one person sharpens another. – Proverbs 27:17

Stop by any convenience store and one of the things that most of them will offer to you is some form of fuel reward or perk program to earn your business over time.

As a “reward” member, you will earn points that will allow you to save money on fuel and food among other things. In addition to convenience stores, many other retail stores use the same approach. How many points do you have on your Starbucks app?

From a retail and marketing approach, reward points are both a common and popular way of garnering business and offering incentives to loyal customers who frequent their business. It’s a win-win for everyone.

As a leader, you are engaged in varying degrees of relationships with those around you. To that end, your level of influence with each one varies depending on that proximity.

For example, everyone has a general network of friends and acquaintances. They may be people you know at work, people you worship with at church, or people you know from your yoga class at the gym. They are good people and you enjoy being around them.

Now think about those closest to you – your inner circle. These are the ones with whom you have forged a deeper relationship with by design and that you by and large do life with. These people make up your tribe of close confidants, mentors or mentees, and the like. These are the people with you through thick and thin, in the good times and bad. You can count on them and they can count on you.

Think about the “rewards” you offer to people around you – be they in your broader circle of friends, or your inner circle. What should those reward points look like? Here are just a few for consideration.

The reward of your trust

The foundational quality of any leader is trust. Those in your inner circle need to know that in all things you are a trustworthy person. When trust is the foundation of the value that you bring to your leadership, it will be evident in your words and your actions.

The reward point for others is that they know that you are a person they can trust.

The reward of your loyalty

A close second is the reward of loyalty. When you are known as a leader and friend who is loyal you will endear yourself immensely to those around you. When trust is given, loyalty is earned. When loyalty is earned, trust is secured.

The reward point for others is that they know that you will always have their back.

The reward of your encouragement

I once heard it said that the best way to know if someone needs encouragement is determined by whether or not they have a pulse. If they do, they need encouragement. Anyone can be negative and find fault, but when people are in your company it ought to be a time of being uplifted and encouraged.

The reward point for others is that they leave you better off than when they came.

The reward of your counsel

One of the rewards for others in your sphere of influence is that they benefit from your counsel. In the same way, you can benefit from the wisdom and counsel of others in your circle. As iron sharpens iron, so one person can sharpen the other and this is the beauty of selfless leadership.

The reward point for others is that they know you have their best interest at heart and you want to see them succeed.

Final Thoughts

John Maxwell stated, “To add value, leaders must give of themselves, and that rarely happens by accident.” And this is your goal as a leader – intentionally adding value to those around you every day.