admin – Page 2 – Doug Dickerson on Leadership

The Act of Celebrating Others

Posted August 9, 2024
by admin

Do things for people not because of who they are or what they can do in return, but because of who you are. – Rabbi Harold S. Kushner

The story is told of two shopkeepers who were bitter rivals. The stores were directly across the street from each other, and they would spend each day keeping track of each other’s business. If one got a customer, he would triumphantly smile at his rival.

One night an angel appeared to one of the shopkeepers in a dream and said, “I will give you anything you ask, but whatever you receive, your competitor will receive twice as much. Would you be rich? You can be wealthy, but he will receive twice as wealth. Do you wish to live a long life? You can, but his life will be longer and healthier. What is your desire?” The man frowned, thought momentarily, and said, “Here’s my request: Strike me blind in one eye!”

By contrast, consider the following story of Sir Walter Scott. For years, Scott was the leading literary figure in the British Empire. No one could write as well as he. Then the works of Lord Byron began to appear; their greatness was immediately evident. Soon an anonymous critic praised Byron’s poems in a London paper, declaring that in the presence of these brilliant works of poetic genius, Scott could no longer be considered the leading poet of England. It was later discovered that the unnamed reviewer had been none other than Sir Walter Scott himself.

These two stories typify the choices you have when it comes to leadership and your attitude toward others- especially if they are experiencing more success than you are at the moment.

Leadership expert John Maxwell noted, “There is nothing wrong with competition. The problem for many leaders is that they end up competing against their peers in their own organization in a way that hurts the team and them.” Your challenge as a leader is not to allow your ambition to be an obstacle that causes more harm than good.

As leaders, we usually are quick to celebrate and promote our wins and victories. We are quick with a social media post to share the news. Yet when was the last time you saw a post by a leader celebrating the accomplishment of a colleague or friend? Those posts are few and far between.

Leadership author and speaker Tom Peters said, “Celebrate what you want to see more of”. What a fantastic observation. His quote goes to the heart of a leader’s motives. So let me ask you – what do you celebrate? what do you want to see more of? Here are my top five for what I want to see more of. What makes your list?

I want to see more leaders adding value to those around them.

The thought here comes down to what leadership is all about – adding value to others. This happens when leaders understand the basic premise of leadership in that it’s not about you.

I want to see more leaders building relationships

In the trenches of leadership, there is no substitute for strong and healthy relationships. When your focus as a leader is relational it makes all the difference in the world. I see far too many leaders chasing transactions and not enough pursuing relationships. Click To Tweet

I want to see more leaders embracing servant leadership

The heart of servant leadership is others-centered and takes to heart the question, “What can I do for you?” as opposed to “What can you do for me?”. Servant leaders put the needs of others before their own.

I want to see more followers becoming leaders

The goal of leadership is not to create more followers but to create more leaders. I want to see more leaders being trained, developed, nurtured, and joining the cause of making the world a better place.

I want to see more authenticity in leadership

We live in a time when people are looking for the real deal. Authentic and humble leaders are a rare commodity in today’s world, but given the state of the world right now, I would say it would be a breath of fresh air to see more authentic leaders

Who are you celebrating today?

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Renewing a Call For Civility

Posted July 15, 2024July 15, 2024
by admin

Darkness cannot drive out darkness, only light can do that. Hate cannot drive out hate, only love can do that. – Dr. Martin Luther King, Jr.

As a child of the 1960s growing up in Memphis, Tennessee, I am old enough to remember – ever so vaguely, scenes of President John F. Kennedy’s funeral on our black-and-white television.

A few years later, I distinctly recall being at the Sears crosstown with my family shopping for Easter clothes when the announcement came out over the store speakers telling everyone that the store was closing immediately because a few miles away, Dr. Martin Luther King, Jr. had been shot.

I also remember the tragedy that befell presidential candidate Robert F. Kennedy who was assassinated in Los Angeles.

I also sadly remember the attempted assassination of President Ronald Reagan.

And now, we have the attempted assassination of former president Donald Trump. Once again, we are a nation divided. I humbly and strongly submit, that we can and should do better – be better. Like you, I am concerned and want to lend my voice in whatever small capacity of influence it brings to reflect on paths forward.

As a person of faith, my worldview is guided by that faith. I am reminded of the words of the Apostle Paul who wrote in Romans 12:18, “If possible, so far as it depends on you, live peacefully with all.” Paul’s words, if taken to heart, ought to transcend our religious differences, our political differences, our racial differences, etc.

In a world so deeply divided, how do we even come close to living by words of peace and civility? Is it just a pipe dream? Is it even worth trying? Where do we begin? Here are my thoughts on a pathway forward.

Begin with yourself

Before you and I can begin to possibly make a positive difference in our world, it must begin within each individual’s heart and mind. I am accountable for my words and actions. So are you. And in that light, we must set for ourselves a higher standard of discourse. That benchmark is not set based on what we see others do or by what others say, but by our desire to live peacefully with all. You and I don’t answer for the words and actions of others, only our own.

John Maxwell said, “Doing what’s right for the right reasons should be the goal- even if it costs me.” And this is also part of the personal responsibility that we embrace. It may cost us, but we must commit to doing it.

Reflection Question: Will you join me in committing to personal responsibility for your words and actions and in that light, using them for good?

Respect for all

Those of you reading this come from every possible background. We have similarities, we have differences. Above it all, we share a common bond of humanity that transcends it all. Your points of view may not be mine, and my views may not be yours, but our mutual respect should be what defines us. I would like to think that I am a better person because of people in my life with differing views. Yours can be as well. Click To Tweet

Mother Teresa said, “We do not need guns or bombs to bring peace, we need love and compassion.” Living peacefully with all begins with respect for all.

Reflection Question: Do I genuinely show respect for all people and how can I do a better job of showing it?

Take the high road

At some point in time, with all “living peacefully together” intentions embraced, you will not always see eye-to-eye with others and differences will not be reconciled. How you react and move forward is critical.

It’s also important to understand, unfortunately, that there is an element of people who only live with vitriol in their hearts with no intention of being a part of the solution. I get it and I believe you do as well. But this is written for the benefit of those who are tired of the hate and who genuinely want a “more perfect union” that benefits all of us.

To take the high road, we must be on the high road and seek with all of our hearts to lift others there as well.

Reflection Question: Are you willing to take the high road and be a part of the solution to lift others to a more civil discourse despite the differences you have with others?

It begins one heart at a time and it begins with each one of us individually.

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Life’s More Than a Racket

Posted July 11, 2024
by admin

People would rather follow a leader who is always real than one who is always right. – Craig Groeschel

In a recent commencement address at Dartmouth College, tennis star Roger Federer gave a captivating 20-minute speech. He summed it up this way:

Effortless is a myth

It’s only a point

Life is bigger than the court

It’s not often that you can find someone so succinct in helping others put life into context. But Federer pulled it off brilliantly.

In the case of Federer, he applied lessons from his former profession to a broader awareness of life. It’s a strong case for emotional intelligence. This is important because we often look in the wrong places to figure it out. And consequently, it makes no sense to us. But indulge me as I share a few thoughts on his main points.

Effortless is a myth

He pointed out in his speech, that there is no such thing as effortless. He worked extremely hard to make it appear effortless. He was quick to point out that he didn’t get to the level of success he achieved by talent alone. It required a tremendous amount of effort and work. He was pushed by his coaches, family, and even his opponents. His work ethic behind the scenes enabled him to be one of the all-time tennis greats we saw on the court.

Think about all the “overnight” successes you read about. Few see the long days and sleepless nights, few see the struggles that were overcome before everyone saw their success. What may appear to be effortless is the result of countless hours in the trenches working hard to make it appear that way. Any place worth going to is going to require a strong work ethic, grit, perseverance, and yes, effort. Click To Tweet

It’s only a point

One of the hardest things to learn in life is how to fail forward. In his speech, Federer spoke candidly about his losses. He said, “The best in the world are not the best because they win every point, it’s because they know they will lose again and have learned how to deal with it.”

The secret to Federer’s success and yours is found in knowing that you will not win every point. But you stay in the game, keep working hard, and guard your attitude. Federer added, “Negative energy is wasted energy.” When you understand that your failures and mistakes are just a point in the big picture, you can build upon them and come back stronger.

Life is bigger than the court

For Federer, life was meant to be lived outside the boundaries of the tennis court. He said, “Tennis could show me the world, but tennis could never be the world,” and this is how he intentionally set out to live his life. Be it travel, experiencing different cultures, or starting a foundation to serve others, he knew that life was bigger than tennis.

As you think and reflect upon your life, I would like to encourage you to take the same approach. Your life is more than the sum of the court you serve in. Commit yourself to serving a mission larger than yourself.

Final Thoughts

John Maxwell said, “Rich or poor, famous or obscure, young or old, anyone can be someone who gives more than they take.” This is the challenge we face and this is our aspiration as leaders.

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Building Community in Leadership

Posted June 26, 2024June 26, 2024
by admin

There is no power for change greater than a community discovering what it cares about. – Margaret J. Wheatley

Found in the pages of the National Library of Medicine comes a study simply known as the Rosetta effect. The study was conducted in the small town of Roseto, Pennsylvania between 1955-1965.

The study found striking differences in mortality rates from myocardial infarction in a homogeneous Italian-American community and small towns located nearby. The differences disappeared slowly over time as Roseto became more “Americanized”.

The study found that people with stronger social relationships had a 50% higher likelihood of survival than those with weaker social relationships. Roseto teaches us the importance of social connection to our health and well-being.

While these results may not necessarily come as a surprise, it’s important to note that the connection between community and our well-being transcends the boundaries of any physical address. Being connected to a caring community is the goal of any organization that desires to succeed.

In the workplace, we have coined terms such as workplace culture, corporate environment, corporate character, organizational culture, corporate values, and more to describe what decades ago we simply called community.

As leaders, we have often used the vernacular of culture to represent or replace the word for community. And while the intentions are good, the differences are striking.

Scott Perry, the Chief Difference-Maker at Creative on Purpose says, “Culture is driven by ideas and actions. Community is driven by proximity. The people you find yourself surrounded by define your community.” Allow me to take it a step further – your community determines and drives your culture. Without a strong, close-knit community, your culture will not thrive. Workplace culture without community will be relegated to nothing more than slick posters hanging on a wall that mean nothing.

To get community and culture right, what ought to be the focus of the leader? Here are a few suggestions.

Prioritize your community standards

When the standards of your community are established it will be much easier to determine who has proximity. It won’t be a fit for everyone. But establishing your community standards is a non-negotiable because too much is riding on it. Building your team based on your community standards sets the foundation for your culture. Building culture before building community is getting the cart before the horse. A culture that flows out of a shared community will more closely align with the culture you want to create.

Promote community building

The coming together of your team around a shared set of values is the springboard of community that propels your culture. It’s important to be intentional about strong and healthy relationships. Creating a community of people who care for and look out for one another is essential. Proximity does you no good unless your people build healthy relationships and know where they are going and why. Be a leader who connects people, builds bridges, and models what being a good neighbor looks like. Your community and your culture depend on it. Click To Tweet

Practice community daily

Practicing community simply comes down to living out the standards of community that you have defined and consequently applying them to your ideas and actions (culture). Your culture will be strong and continue to get stronger as the right people gain proximity.

Practicing community in the context of culture is about showing up, being there for one another, being appreciative and showing gratitude, focusing on solutions, celebrating wins, and fostering an environment of growth and opportunity.

Final Thoughts

Coretta Scott King observed, “The greatness of a community is most accurately measured by the compassionate actions of its members.” As you desire to build a strong culture, focus first on community. When you get community right, you can get your culture right.

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How Safe Are Your Perceptions?

Posted June 11, 2024June 11, 2024
by admin

Believing in people before they have proved themselves is the key to motivating people to reach their potential. – John Maxwell

In his book Winning Every Day, legendary football coach Lou Holtz shares a story about a man whose car tumbles into a ditch. He called a farmer for help, but the farmer said, “You need a team of young stallions to pull that car. I only have one horse, Dusty. He’s blind and old. We’ll bring him over to the ditch and see what he can do. But don’t expect too much.

The farmer hitched Dusty to the car, snapped a whip in the air, and said, “Pull, Jimmy, pull!” Dusty never moved. The farmer snapped the whip again and said, “Pull, Sammy, pull.” Dusty still didn’t move. The farmer snapped the whip a third time and said, “Pull, Charley, pull.” Dusty remained still. The farmer snapped the whip the fourth time and said, “Pull, Dusty, pull.” With one mighty tug, Dusty yanked the car out of the ditch.

The grateful driver shook the farmer’s hand and said, “Thanks for freeing my car, but there’s something I don’t understand. Dusty never moved when you called out those three different names. Why didn’t you just call Dusty from the start?”

The farmer replied, “I had to call out those three names first. Dusty is blind. He never would have tried if he’d thought he had to do all that work alone.”

As it’s been said, perception can shape our reality. While our perceptions may not always align with the truth, we must be mindful of them while incorporating a healthy dose of discernment. This understanding can enlighten us and encourage introspection, leading to personal growth and development.

How we form personal and professional relationships is forged by perceptions. We make judgments, right or wrong, on numerous factors such as appearance, personality, and whether or not there’s a chemistry that attracts us.

But how often have we fallen short as leaders regarding false perceptions about another person that we later regretted? How many times have you been on the wrong end of false perceptions?

Perceptions are one area where we can improve as leaders. So, what rules of thumb can we apply to help us avoid falling victim to negative perceptions of the people we lead? Here are a few to consider.

Believe the best in others

I learned from John Maxwell many years ago that he places a ten on every person he meets. In other words, his beliefs about them are high. Do they always live up to the ten he gave them? No, but he always believed the best in them.

The belief and support you give others go a long way in building their confidence and desire to live up to your expectations. The people you lead need your best thoughts, not your worst assumptions.

Don’t rush to judgment.

Good leaders can read people, but it’s a practice developed over time and years. Be careful not to pass judgment on people too soon. Give your relationship and chemistry time to develop. Don’t allow your preconceived beliefs to get in the way of another person's potential. Click To Tweet The people you lead need your confidence, not your criticism.

Prioritize relationships

When developing relationships is your priority, it can dispel false perceptions you may have toward the other person. Through relationships, you gain understanding and awareness that will empower you with greater understanding and empathy. The people you lead need your hand in friendship, not your skepticism.

Make the first move

The thought here is simply this: Don’t wait until things are beyond repair to engage, listen, and work on this portion of your leadership. As a leader, you must initiate and move in the direction of your people. They will be more likely to respond positively when you first move toward them.

As you consider how you handle perceptions in your leadership, be mindful that someone once took a chance on you. Be gracious and humble, and don’t allow false assumptions to hold another person back before they even have a chance to prove you wrong.

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Getting The Attention of Those You Lead

Posted June 5, 2024June 5, 2024
by admin

I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel. – Maya Angelou

I read a story once about a farmer who wanted to sell his mule, so he put an ad in the local paper. One day, a man from another community came to the farm. The two farmers got to talking and eventually, they got around to talking about the mule.

The farmer who wanted to buy the mule asked if the mule was a good worker. The reply was that the mule did a day’s work. The next question that was asked is did the mule obey every command. The owner said yes. The farmer asked if they could hitch the mule up to see how it worked. The owner agreed.

The farmer got the mule into his harness and the farmer took the reins and told the mule to giddy up. The mule just stood there. The farmer tried a couple of more times and still, the mule just stood there. The farmer looked at the owner and said, “I thought you told me this mule obeys.” “He does,” said the owner, who then picked up a 2×4 and walked to the front where he was facing the mule. He then hit the mule as hard as he could. He then walked back to the farmer, “Try again.” The farmer did and the mule obeyed. The owner said. “This mule always obeys, but you have got to get his attention first.”

As a leader, and especially as an employer, the way in which you capture the attention and treat the people you lead is critically important.

A sampling of a recent Harris Poll survey discovered the following:

Many American employers display harmful behaviors such as setting unreasonable expectations (51%), and credit stealing (48%)
The anxiety stemming from toxic bosses is extensive, with 73% experiencing weekend anxiety about returning to work on Monday
A significant number of employees (66%) with toxic bosses plan to quit as soon as the economy allows

With this type of sentiment among many employees, it should go without saying that a significant leadership deficiency must be addressed. But unless and until we address it with clarity and intentionality, these unacceptable behaviors will only continue.

As a leader, how you get the attention of your people matters. And while a 2×4 might work with a mule, you must remember that you are making connections on a human level. It’s not enough to have the attention of the people you lead (bad leaders can do that), you must be intentional about a better path forward. Here are a few things to do and understand.

Trust is your currency

Unless and until you are a trustworthy leader, you will always come up short in getting the attention and respect of the people you lead. Without it, you are dead in the water, with it, your possibilities are endless. Make trust the foundation of your leadership.

Put the focus where it belongs

The cardinal rule in leadership is simple – it’s not about you. And people are interested in the people who are interested in them. The more you are interested in others, the more they will be interested in you, and thus you will expand your influence as a leader. Click To Tweet You will get the attention of the people you lead when interested in them.

Empower your people

People will have buy-in and take greater ownership of what they help create. When you believe in your people and empower them, they will go to great lengths to impress you. A true sign of your leadership is not found in how much power you amass for yourself, but in how much you give away.

Follow the golden rule

People don’t care how much you know. They will, however, always remember how you treated them and made them feel. As John Maxwell says, “People don’t care how much you know until they know how much you care.” Let this be your true north in your leadership.

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Who Are You Cheering For?

Posted May 29, 2024May 29, 2024
by admin

We rise by lifting others. – Robert Ingersoll

I read a story by Jeffrey Zaslow some time ago as he recalled his father coaching a team of eight-year-olds in baseball. “He had a few excellent players and some who just couldn’t get the hang of the game. Dad’s team didn’t win once all season. But in the last inning of the last game, his team was only down by a run. There was a boy who had never been able to hit or catch the ball. With two outs, it was his turn to bat. He surprised the world and got a single.”

The next batter, Zaslow explained, was the team slugger. He continues, “Finally, Dad’s team might win a game. The slugger connected, and as the boy who hit the single ran to second base, he saw the ball approaching him. Not certain of baseball’s rules, he caught it. Final out! Dad’s team lost.”

“Quickly, my father told his team to cheer. The boy beamed. It never occurred to him that he lost the game. All he knew was that he had hit the ball and caught it for the first time. His parents later thanked my dad. Their child never even got in a game before that season. We never told the boy exactly what happened. We didn’t want to ruin it for him. And ‘til this day, I’m proud of what my father did that afternoon.”

The story is an inspiring example of what it means to cheer for others and support those around you even when it would be all too easy to do otherwise.

In far too many workplaces, we see cultures of unhealthy competition instead of healthy collaboration. Getting ahead seems to be more important to some than getting along.

However, it will come as no surprise that productivity and workplace culture significantly improve with recognition and seeing each other as colleagues, not as competitors.

In a Nectar State of the Workplace survey, respondents weighed in by affirming the following:

83.6% of employees surveyed said that recognition drives their motivation to succeed at work
77.9% of employees surveyed said they would be more productive if their employer recognized them more frequently
81.9 % of employees said that recognition for contributions improves employee engagement

These statistics should not surprise any leader who sees, recognizes, and values the value of his or her team members. Good leaders understand this and make it a practice.

Let me ask you, who are you cheering for? Can you celebrate the successes and wins of those around you even when not experiencing one yourself?

As a leader, your ability to cheer on those around you happens when these three things happen.

You can cheer others when you set aside your ego

The leadership lesson here is simple – it’s not about you. You will be a more secure leader when you acknowledge and embrace this fundamental premise of leadership. When you can check your ego at the door, you win and are now positioned to cheer those around you with no hidden agenda or motive.

You can cheer others when you value the team over yourself

Your team will succeed when they see what they do as something greater than themselves. While roles, responsibilities, and contributions will vary, the team wins when each person values the team over self.

You can cheer others when you don’t care who gets the credit

Lao Tzu said, “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” And this is the beauty of your role as a leader- to shine the light on others as the wins are celebrated.

Who are you cheering for today?

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Fly-by Leadership

Posted May 16, 2024
by admin

Seagull managers fly in, make a lot of noise, dump on everyone, and then fly away. – Ken Blanchard

Living in coastal South Carolina and thoroughly enjoying time at the beach, I have come to get acquainted with seagulls.

I have had a love-hate relationship with seagulls over the years. I have been fascinated by watching them at the beach whether in flight or walking along in the sand in search of food. I have been annoyed by their dive-bombing in attempts to partake in my snacks at the beach or interrupting my outdoor dining at local seafood restaurants. It just comes with the territory when you live along the coast.

Seagulls are interesting birds. In my research, I have learned that they can detect food from as far as three miles away, can fly as fast as 28 mph, and can fly long distances and glide over open ocean for hours in search of food.

In the quote above, Ken Blanchard humorously sums up what it is like to be around seagulls. Seagulls tend to fly in, make a lot of noise, dump on things, and then fly away. From experience, I can tell you that this is not too far-fetched.

Marshall Goldsmith observed, “One of the most important actions, things a leader can do, is to lead by example. If you want everyone else to be passionate, committed, dedicated, and motivated, you go first!”. As a leader, you have to be out front leading the way in the things that matter most to you and those you lead.

I would like to share my leadership takeaways from Blanchard’s quote and the actual approach you should take as a leader.

Fly-in vs. being present and approachable

As a leader, you can fly in and fly out and be all over the place. Or, you can take a more deliberative approach and be a leader who is present among his/her people and is recognized as a stabilizing influence. This is not to be confused with micromanaging. Instead, you are a steady and reliable leader who leads with passion and influence.

Leadership Tip: Don’t flit and fly. Be present.

Make a lot of noise vs. being humble and listening

If you have ever worked with a leader who flies in and flies out and makes a lot of noise, you know how unsettling that can be at times. In your leadership, strive to lead with humility, and be in touch with your people. Take time to listen and be engaged with them and build relationships.

Leadership Tip: Don’t be a loudmouth and bark orders. Be approachable and a good listener.

Dump on everyone vs. adding value to everyone

When your presence is a disruption because of your words and actions, you need to rethink your leadership. If all you are doing is dumping on people, barking orders, and flying away, you are only making things unbearable for your people. That style of leadership sinks morale along with the ship. Consequently, your best and brightest will soon be leading an exodus. If instead, your presence adds value, meaning, and purpose to your people, you will see your leadership style transform from that of a seagull to that of an eagle – soaring to new heights.

Final Thoughts

Your leadership development is a work in progress. Leading and lifting others begins when you develop the right leadership mindset and attitude that is attractive and uplifting, not disruptive and ugly.

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Turning Obstacles Into Opportunities

Posted May 6, 2024May 11, 2024
by admin

Obstacles are things a person sees when he takes his eyes off his goal. – E. Joseph Cossman

I read a story about a young man who aimed to be a star journalist. However, he lived in a small town with little hope of attaining that goal.

One day the dam upstream broke and the town was flooded. Seizing the opportunity, the aspiring journalist got in a rowboat and headed out to find a story. A short time later, he discovered a woman sitting on her rooftop. He tied up the boat and told her what he was after. They watched as various items floated past the house. The woman would say, “Now there’s a story,” or “No, that’s not a story,” as each item floated past them.

Finally, a hat floats by and then does a 180-degree turn, goes back upstream a ways, and does another 180-degree turn. This continues for a while. Excited, the young man exclaims, “Now, that’s a story!” The woman turns to the young man and says, “Oh no, that’s not a story, that’s my husband. He said he was going to mow the lawn come hell or high water!”.

In life, as in leadership, we often face obstacles disguised as opportunities. But if we take our goals for too long we can be distracted and soon we only see obstacles. As leaders, we must be intentional about this challenge.

Consider what happened to Thomas Edison in December 1914. Thomas Edison experienced such a defining moment. His lab caught fire and everything was destroyed. He lost almost $1 million of equipment and the record of much of his work. The next morning, when walking around the charred embers of his hopes and dreams, the 67-year-old inventor said, “There is value in disaster. All our mistakes are burned up. Now we can start anew.”

How can an aspiring young journalist, or an inventor like Edison, find the opportunity in chaos and obstacles? There are a few clues worth discovering and applying in your leadership.

One person’s flood is another person’s break

When the dam broke and the town flooded, it was an opportunity for the aspiring journalist to find his big story – to get his big break. He had the ambition to get in the boat and look for it.

When the dams break around you, what you choose to see and how you respond will make all the difference between it being an obstacle and an opportunity. Click To Tweet

One person’s fire is another person’s reset

When Edison’s lab was destroyed by fire when he was 67, throwing it in the towel and calling it quits would have been easy. I am sure many would not have blamed him. But he chose to start anew. Within thirty days after the fire, Edison delivered the first phonograph.

For Edison, the fire was his reset. Many of his great works came after the fire. When you face obstacles and challenges, it allows you the opportunity to hit the reset button and move in a new and better direction.

Final Thoughts

Here is a challenge for you that comes from John Maxwell. He asks, “The last time you failed, did you stop trying because you failed, or did you fail because you stopped trying?” Much is riding on your answer. You will face obstacles, but whether you turn them into opportunities is what you have to decide.

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Embrace The Discomfort of Leadership

Posted April 29, 2024
by admin

The more you practice embracing discomfort, the more confidence you’ll gain in your ability to accept new challenges. – Amy Morin

Many years ago while in junior high school, I played football. The drills in practice that the coaches put us through were designed to help get us in shape but, also to learn the right way to play the game.

During practice, one coach, in particular, often told us, “Boys, if you’re going to do it wrong, do it wrong to the best of your ability.” This was his way of letting us know that he expected our best at all times. We did our best and that particular year we won our league championship.

When it comes to life and leadership, we tend to be creatures of comfort. We adapt to certain routines, patterns, and ways of doing things. Some are good, some are not, but it’s what we know and do, and change doesn’t always come easy. When we are set in our ways, we tend to choose the path of least resistance over the discomfort of change.

In his book, Hidden Potential: The Science of Achieving Greater Things, bestselling author and psychologist, Adam Grant has some fascinating insights about being creatures of discomfort. He argues that “the best way to accelerate growth is to embrace, seek, and amplify discomfort.” And in leadership, this is where we often fall short. We try everything we can to run from discomfort. And when we do, we are depriving ourselves of greater learning opportunities.

Grant identifies three forms of courage to embrace. Allow me to share these with you and how they apply to you as a leader.

The first form of courage: Being brave enough to embrace discomfort and throw your learning style out the window.

Grant states, “The way you like to learn is what makes you comfortable, but it isn’t necessarily how you learn best. Sometimes you even learn better in the mode that makes you the most uncomfortable, because you have to work harder at it.”

Embracing the discomfort of a new learning style can be challenging. We would just as soon stick with what we know and do, even if it’s not as effective. Why? We are comfortable.

Leadership Application: When you are unwilling to embrace being uncomfortable and learn new things, you run the risk of being comfortable and stagnant. You might be surprised to learn that the leaders ahead of you are very uncomfortable at times.

The second form of courage: Being brave enough to use your knowledge as you acquire it.

Grant states, “You can’t become truly comfortable with a skill until you’ve practiced it enough to master it. But practicing it before you master it is uncomfortable, so you often avoid it.”

If you start today and embrace the discomfort and mistakes along the way, you will make progress. But if you wait until you are “ready” there will be little progress.

Leadership Application: Don’t wait to step up and lead when you think you’re “ready”. Embrace the discomfort of using new skills and knowledge to make an impact now. If you wait until the discomfort of being “ready” passes, you may never have the opportunity again.

The third form of courage: Not just embracing and seeking discomfort, but amplifying it by being brave enough to make more mistakes.

Grant shares insights into how we learn new languages and why kids tend to absorb foreign languages faster than adults. He states, “They’re largely immune to the fear of embarrassment and the discomfort of making mistakes. They’re not scared of feeling stupid or being judged.” And this is the secret to living with the discomfort – being brave enough to embrace more mistakes.

Leadership Application: In leadership, we tend to do the opposite. We want to avoid making mistakes at all costs. We are afraid of being judged or ridiculed. But the more we embrace mistakes, the closer we are to arriving at new levels of leadership that our comfort zones deny us.

Are you ready to embrace the discomfort of leadership?

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