dougdickerson – Page 10 – Doug Dickerson on Leadership

Three Traits of Leaders Who Finish Strong

Posted November 25, 2016
by dougdickerson

Life’s battles don’t always go

To the stronger or faster man,

But soon or late the man who wins

Is the one who thinks he can.

From, The Man Who Thinks He Can, by Walter D. Wintle

The Greeks had a race in their Olympic games that was unique. The winner was not the runner who finished first. It was the runner who finished with his torch still lit.

As we move down the stretch toward the end of 2016 now might be a good time to think about how you are finishing the year. As it was with the Greeks, it’s the one who finishes the race with his torch still lit that wins.

At this juncture in the year you may be tired and weary. You may be more than ready to turn to turn the page on 2016 and welcome a clean slate that awaits you in 2017.

With the finish line of 2016 in sight let’s consider the traits of leaders who finish strong. It’s a simple list and is certainly not an exhaustive one. You may want to add to it. These are my top three.

Leaders who finish strong have clarity of purpose

One of the traits of leaders who finish strong are those who live their life intentionally with purpose. Each day is seen as a gift and an opportunity to add value to those around them and make a difference in their world.

Living and leading with purpose makes each day meaningful and unique. It’s an opportunity to use your God-given gifts and abilities for a good cause. When you live your life with purpose it motivates you in a different way. No longer is it about you, it’s about others. A selfless leader is a strong leader who will also finish strong.

Leaders who finish strong have a resilient attitude

I’ve yet to meet a leader who doesn’t face his or her fair share of problems and adversity. It comes with the territory. Maybe more so. But the leader who finishes strong is not the one who was exempt from adversity but the one who endured it.

Leaders who finish strong have discovered the secret that it’s not about what happens to them that matters but what happens in them that sets them apart. Leaders who finish strong have a resilient attitude that never gives up. They understand that they are responsible for it and work at having a good one every day.

Leaders who finish strong have tapped into their work-life balance

“All work and no play makes Jack a dull boy,” so says the old proverb. Leaders who finish strong are those who understand the importance of a sound work-life balance. These leaders know and understand the value of hard work and give it their all day in and day out. They roll up their sleeves and are willing to go the extra mile to get the job done.

But finishing strong requires balance. And if as a leader you are burning the candle at both ends with no balance in your life as it pertains to rest and recreation soon you will be of little value to anyone.

Leaders who finish strong are able to do so because they have found the balance they need. Make sure that you give your mind and body the rest it needs and deserves. Remember, it was not about finishing the race first for the Greeks that mattered, it was finishing with your torch still lit. If you cross the finish line of 2016 burned out and spent how will you begin 2017?

As the year draws to a close think about how you can finish strong. What action steps do you need to take? It’s not too late. Finish strong and be ready to tackle a new year with a renewed sense of passion and purpose.

*This week’s column come to you courtesy of the vault.

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Four Ways Leaders Can Foster Cooperation

The most important single ingredient in the formula of success is knowing how to get along with people. – Theodore Roosevelt

Charles Osgood told the story of two ladies who lived in a convalescent center. Each had suffered an incapacitating stroke. Margaret’s stroke left her left side restricted, while Ruth’s stroke damaged her right side. Both of these ladies were accomplished pianists but had given up hope of ever playing again. The director of the center sat them down at a piano and encouraged them to play solo pieces together. They did, and a beautiful friendship developed.

We all know that cooperation is important. That much is certain. But if you are a leader on a diverse team of individuals how do you reconcile such diversity of opinion, egos, and DISC placements in a way that inspires collaboration and cooperation rather than a brawl in the break room?

Here are four approaches that may help.

Embrace the tension

Some leaders prefer to shy away from the tension and madness that makes up their organizational culture; I say embrace it. Within those diverse opinions and ideas is a wealth of creativity, when collated and organized, can be a game changer for you. Corralling your team and tapping into their collective creativity can be a leadership challenge but if you can pull it off it can pay huge dividends.

Challenge assumptions

One thing you have to be mindful of as a leader is not falling into the mindset that you must always “keep the peace” or not “rock the boat”. I think once in a while it’s a good thing. I am not advocating disrupting your organization simply for the sake of creating chaos, but I am advocating confronting status quo thinking head-on. Disrupt your way of thinking and disrupt it in your people so that no idea, option, or way of looking at things is ever business as usual and predictable.

Build bridges

Within your organization you have left brain people and right brain people. You have the visionaries that see things before the rest of the team and you have the builders who make it a reality. You have the strong-willed, the analytical, the outgoing, and the humble. You are all over the DISC map. Good! Building a culture of cooperation begins when you acknowledge, embrace, and seat everyone at the table. If your organization is going to grow and succeed you need all of these people with you. It was General George Patton who wisely said, “If everyone is thinking alike, then somebody isn’t thinking.”

Create engagement

Successful engagement and cooperation within your organization occurs when you bring your team together- not when you keep them apart. It happens when you put the visionary and the builder together to see the big picture. It occurs when you put the right brain and left brain people together so they see they are not each other’s competition but their completer.

Lest you think I am looking at this through rose-colored glasses, let me be clear- this will not be easy. It will be hard work and a leadership challenge. People will have to check their ego’s at the door and come prepared to learn.

But before cooperation can take place you must name the elephant in the room and embrace the tension that exists that is a result of different personalities on your team. You must challenge your assumptions and traditional ways of thinking. Cooperation is not forcing everyone to conform to your way of thinking. It starts with an open mind, respect, and by embracing other points of view.

Building a culture of cooperation can be the difference-maker for your organization. As a leader it is up to you to foster the environment.

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Jumping to Conclusions

Posted November 10, 2016
by dougdickerson

Man is too quick at forming conclusions- Edward E. Barnard

John was driving home late one night when he picked up a hitchhiker. As they rode along, he began to be suspicious of his passenger. John checked to see if his wallet was safe in the pocket of his coat that was on the seat between them, but it wasn’t there! So he slammed on the brakes, ordered the hitchhiker out, and said, “Hand over the wallet immediately!” The frightened hitchhiker handed over a billfold, and John drove off. When he arrived home, he started to tell his wife about the experience, but she interrupted him, saying, “Before I forget, John, do you know that you left your wallet at home this morning?”.

Jumping to conclusions. It would be great if we could raise our hands and say we’ve never done it, but we all know better, don’t we? Many of us as leaders have been too quick to jump to a conclusion about a person or situation only to regret that decision later. We didn’t wait for all the facts and we let our imaginations get the best of us. In the heat of the moment we made a decision only to regret it later.

As leaders our gut-instincts are critical. We come to rely on our perceptions and intuition and hopefully more times than not they serve us well. So how can we avoid those embarrassing times when we blow it and our conclusions are wrong? Here are a few tips worth considering.

Give people the benefit of the doubt

Not every idea is a bad idea and not all of your ideas are the best. Be open minded enough to hear out the people in your organization and what they have to offer. Appreciate the diversity of thought in your organization and the people who act in good faith to add value. When people fall short of your expectations be willing to work with them to find ways to improve. Don’t write them off too soon.

Cynical leaders are a drag on the organization because in due time the people in your organization are going to recognize it and as a result will be less likely to bring forth their ideas if all you are going to do is criticize it.

Seek inclusion and input

Your stock as a leader is going to go up as you bring more people to the table and work together. The buffer to your cynicism rests in your ability to hear from everyone. Even if your gut instinct about an idea or person turns out to be correct chances are in the natural course of inclusion and discourse it can be resolved.

By bringing people to the table it can validate your suspicions or it can erase them. Be willing to hear from all sides before jumping to a conclusion you may come to regret later.

Sleep on it

I’ve regretted not doing this way too many times. But sometimes the best thing to do when faced with a dilemma or decision is to just sleep on it. Often time afterward the situation looks much different and you have a much better perspective.

By sleeping on it and thinking things through one thing is for certain – you will not wake up with regrets about making the wrong call. Patience is a hard virtue to come by, and I admit it’s not always mine. But it’s better to make the right decision off a good night sleep than not being able to sleep knowing you blew it.

Check your motives

Before jumping to conclusions about people or ideas within your organization why not check your own motives at the door. What is the basis for the conclusion you’ve come to? What is your motivation? Have you openly and honestly played all of your cards for the benefit of the team? What are you holding back? Do you have your own agenda you are trying to protect?

Yes, these questions all sound like the very ones we use to come to our conclusions about other people, right? Well, perhaps as leaders it’s time to turn the tables and do a little soul-searching of our own.

As a leader it is important to trust your instincts and intuition and not jump to conclusions. Be quick to listen, slow to speak, and even slower in jumping to conclusions.

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Breaking Up Is Hard To Do

Posted November 3, 2016
by dougdickerson

“Don’t take your love away from me

Don’t you leave me in misery

If you go then I’ll be blue

Cause breaking up is hard to do

Neil Sedaka

The song by Neil Sedaka was first recorded in 1962 and hit number one on the Billboard Hot 100. Sedaka recorded it again in 1975. Without a doubt it was one of his signature songs.

Breaking up. Broken hearts, Lost love. The song encapsulates it all. And it’s time to explore the issue now. But not in the way you may think.

A survey by ADP Canada revealed that two-thirds of employed Canadians or 65 percent, are “ready to walk or leave their office doors.” The are described as “the uninspired”, “the casual daters”, and “the dissed”. While the survey was exclusive to Canadian, the implication is clear- many are ready to break up.

Circumstances will vary from one organization to the next but the reasons for wanting to break up will be similar. While the reasons for a break up might be numerous let’s explore three of them now.

Lack of loyalty/trust

Loyalty and trust go hand in hand and when one suffers it has an impact on the other. People within your organization need to know that you have their back and that you trust them.

As pointed out in the aforementioned article company loyalty has been in decline since the 1980’s. How can any organization successfully move forward with a steady loss of loyalty and trust? As a leader you must shore up the loyalty trust issue. Without it your future is in jeopardy.

Poor communication

Communication is the life-blood of your organization. When done right your people will respond. Your people not only want to be informed of decisions that affect their performance but need to be included in it. If your leadership style is to lead by decrees then this might explain why you have loyalty/trust issues.

Be proactive in establishing clear lines of communication and be inclusive with your team. They will appreciate the inclusion and it will strengthen morale.

Lack of vision or purpose

The buy-in to one’s work is linked to a clearly defined vision and purpose. People deserve to know the vision in terms of where the organization is headed and the significance of their role in seeing it to completion.

If you people are in the dark as to the vision and mission of the organization or if the organization is adrift internally then one’s purpose will be a casualty. A smart leader will keep the vision, mission and purpose clear and before the team at all times.

While breaking up might be hard to do it becomes much easier for your people if there is no loyalty or trust, when communication is ineffective, and when there is no vision or purpose found in being there.

It’s time to evaluate the strength of your organization and reinforce what matters most. Building the type of organization your people would never dream of leaving begins by being the type of leader everyone wants to follow.

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Value- Added Leadership

Few things increase the credibility of leaders more than adding value to the people around them. – John Maxwell

American artist James Whistler, who was never known to be bashful about his talent, was once advised that a shipment of blank canvases he had ordered had been lost in the mail. When asked if the canvases were of any great value, Whistler remarked, “not yet, not yet.”

Value, like beauty, is in the eye of the beholder. While it’s not too hard to spot beauty when we see it, the search for value might be a bit more challenging.

I came across an article in Inc. magazine (http://on.inc.com/2bZaq1X) by John Brandon in which he reveals the results of one survey that should grab the attention of every leader who has anything to do with his or her employees. Citing a survey by O.C. Tanner that surveyed 2,363 office workers it “ found that, for those who feel appreciated, a whopping 89% feel satisfied in their jobs. That number drops to only 51% for those who said they don’t feel appreciated.

In the same control group, 85% of the “appreciated” employees also said they were satisfied with life while 61% of the under-appreciated employees were not happy with life in general. The data creates a stark contrast in other areas as well, revealing that those who feel appreciated tend to be less stressed, have a better sense of belonging, and feel like they have better control over their life.”

In theory we know that employee engagement is a good thing. We intuitively know that we should be engaged and taking a proactive posture towards building relationships that make a difference. As a leader, the value that you add to your organization is like one of those blank canvases. The value is yet to be determined. So what can you do as a leader to make a difference and create a masterpiece? Here are four practical ways.

Add value with your words

You can add value to those in your sphere of influence simply by the words you speak. Be generous with praise, be passionate with vision, be patient in confrontation. But understand that the word you use set the tone for the way in which your employees react and how together you move forward as a team. When they feel valued they will perform like it.

Add value with you actions

In as much as your team likes to hear from you, what carries the day is not your words but your deeds. Talk is just that – talk. Value is added when you back it up with actions that moves the team in the right direction. If you want to see morale soar in your organization be a leader that backs up the talk with action.

Add value with your attitude

Your attitude is the thermostat for the morale of your organization. It’s most unrealistic for you to expect strong morale from those you lead if your attitude stinks. Can you blame them? You add value to those you lead with a strong attitude that knows how to celebrate accomplishments, is steady in times of testing, and sets the bar high with a winning attitude.

Add value with your culture

The findings in the above mentioned survey found that the quality of life not only at work but outside of it was much improved simply because the employees felt appreciated. What one, two, or three actions could you do today that would add value to those you lead? It’s not about righting the ship overnight, but it is about taking steps today that can begin to change the culture of your organization. And you don’t have to fly off to some fancy conference to learn or do this.

Adding value to those you lead should be utmost in your mind, your heart, and the focal point of the decisions you make. Are you a value-added leader?

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Choose One Chair – Becoming a Leader of Destiny

Posted October 20, 2016
by dougdickerson

“Yesterday all my troubles seemed so far away. Now it looks as though they’re here to stay. Oh, I believe in yesterday.”- “Yesterday”, by Paul McCartney and John Lennon

In Guidepost magazine a number of years back Luciano Pavarotti relates a story from when he was a boy and his father introduced him to the wonders of song. He recounts, “He urged me to work very hard to develop my voice. Arrigo Pola, a professional tenor in my hometown of Modena, Italy, took me as a pupil. I also enrolled in a teachers college. On graduating, I asked my father, ‘Shall I be a teacher or a singer?’ “‘Luciano,’ my father replied, ‘if you try to sit on two chairs, you will fall between them. For life, you must choose one chair.’ “I chose one. It took seven years of study and frustration before I made my first professional appearance. It took another seven to reach the Metropolitan Opera. And now I think whether it’s laying bricks, writing a book–whatever we choose–we should give ourselves to it. Commitment, that’s the key. Choose one chair.”

At some point every leader has that moment of awakening when one chair wins over another. The process of getting there will vary person to person, but that day will ultimately come.

Your growth and development as a leader is a fluid process. Foundational character principles that guide you on your journey will not change, but for the sake of future growth and development as a leader you must be open to change and new ideas.

As leaders we also know that the only constant is change. What worked for you in years past may not be sufficient today. If you are content to just “phone it in” and coast as a leader on how it was done in years gone by then you may like have lost your edge. So what is a leader to do? Here are three basic questions you need to answer. Reaching your destiny as a leader may very well depend on it.

Is yesterday’s passion enough?

Passion is the fuel of your leadership. With it the sky is the limit in terms of your potential and destiny. It’s what keeps you up late at night and gets you up early in the morning. It’s the “why” that gives your life meaning and purpose.

Yet perhaps the wear and tear of the daily grind has taken its toll on you. Perhaps your dreams haven’t been realized and you feel there is no use in going forward. Let me encourage you today to buy-in to the words of Joel Osteen when he said, “If you’re alive and breathing, you can still become everything God has created you to be.” Becoming a leader of destiny requires a new passion going forward. While the passion you started out with may have been sufficient at the time; today’s goals, dreams, and destiny will require more.

Is yesterday’s attitude adequate?

If passion is the fuel of your leadership then your attitude determines your mileage. How far you go is about possessing the right attitude. Your attitude in years gone by may have served you well up to a point, but to get to the next level you may have to step it up a notch.

Zig Ziglar said, “Your attitude, not your aptitude, will determine you altitude.” And that is the secret to achieving your leadership destiny. Leaders who have stood the test of time understand the importance of a positive attitude. Every leader has also dealt with the challenges-both internally and externally, of right thinking. Your attitude will cause you to reach your destiny as a leader or it will prevent it. Be sure it’s a good one.

Is yesterday’s mindset working?

One of the greatest threats to your leadership today is holding on to a “this is the way we’ve always done it” approach of years gone by. Evolving as a leader is not about disrespecting the past but has everything to do with letting it go for the sake of your future.

While values are timeless your methods must be current and relevant to today’s world. Are you still open to new ideas? Do you still have the attitude of a student who is humble enough to learn? Don’t forfeit the destiny that could be yours because of limited thinking. Stay current, be relevant, and keep growing.

When Pavarotti chose his one chair it changed the course of his life. It was that singular decision that put his destiny in motion. In like fashion you must choose your one chair and make sure that you have the right levels of passion, attitude, and mindset to take you to the top.

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What I Wish I Knew About Leadership 30 Years Ago

Photo Credit: Google Images

A fool thinks himself to be wise, but a wise man knows himself to be a fool. – William Shakespeare

One of the benefits of aging (not that I am old) is attaining a certain amount of wisdom that can be garnered from it. Being able to look back over a certain span of time and reflect on where you’ve come and lessons learned can be instrumental in how you look to the future. Sharing those life lessons to a new generation of leaders can be invaluable.

The late George Burns once said, “You can’t help getting older, but you don’t have to get old.” That’s a great philosophy. But the aging process ultimately takes a toll on all of us.

What are some of the signs that you are getting older? Here are a few I came across that are my favorites: You know you’re getting older when… everything hurts and what doesn’t hurt doesn’t work; the gleam in your eyes is from the sun hitting your bifocals; when you feel like the morning after and you haven’t been anywhere; your children begin to look middle aged; your favorite part of the newspaper is “20 Years Ago Today”; you sit in a rocking chair and can’t get it going; and finally, your knees buckle and your belt won’t.

I’ve been reflecting lately on the things about leadership I wish I knew back in my twenties that I now know. If I had understood them better it would have saved me a lot of grief and heartache along the way. Here are a few things about leadership I wish I had known.

I don’t always have to be right.

I know many in their twenties who think they know it all. I was one of them way too often. With the passing of time I have learned how much I don’t know. What I wish I knew back then was that my formal education was only the beginning. The real educational experience began after graduation –it’s called the real world. I wish I knew in my twenties just how little I knew, and that I didn’t always have to be right.

Building bridges is more practical than burning them

I wish I knew in my twenties the depth and breadth of how important relationships are in leadership. Sadly at times, it was a “my way or the highway” attitude that culminated in sad endings. As I’ve grown older the more I understand and care about building healthy relationships. I’ve grown to appreciate connecting with like-minded people and building more bridges between them and others.

Titles don’t mean a lot

What I thought was important in my twenties was acquiring a title- that somehow that validated my leadership. With that was the idea that my position commanded respect, admiration, and approval. I was wrong. In hindsight after 30 years I understand that a position without respect, trust, and integrity are meaningless. I’d stop chasing titles and positions and focus more on serving others.

Forgiveness is a virtue

Taking up the mantle of leadership is risky business. With all of the joys and rewards associated with it, also come disappointments and frustrations. In my twenties when I was wronged it was hard not to take it personal and not hold a grudge. What I wish I had known back then was that my unforgiveness was not hurting the person who offended me, it was hurting me instead. Life is too short to hold grudges and be mad. Forgive and move on. And remember, you will need to be forgiven at some point.

It’s not about me

The narcissism of my twenties has given way to the “selfie” narcissism we see in today’s culture. Back in my twenties, of course, there were no cell phones, internet, Facebook, etc. But the leadership principle remains. What I wish I knew then that I know now is that the ultimate act of my leadership is not what I do for myself but in what I do for others. My leadership is not meant to be self-serving but rather what I can do to add value to the lives of those around me.

One thing is certain–life in leadership is a continual learning process. Wherever you are on your journey, never stop growing.

What lessons have you learned?

*This column was originally posted in 2015. This upcoming week is my birthday week and I share this from a nostalgic point of view.

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Stepping Out of Your Comfort Zone – Stepping Into Your Destiny

Leadership is all about taking people on a journey. The challenge is that most of the time, we are asking people to follow us to places we ourselves have never been. – Andy Stanley

In our respective leadership circles we hear a lot about stepping out of our comfort zones. “It’s where the magic happens,” we are told. And yet for whatever reason we are reluctant to leave the comforts of what we know and fail to experience all that we could. Sound familiar?

Peter was such person in Scripture that a lot of us can identify with. He was one of the twelve chosen by Jesus to follow Him. That alone is an impressive resume builder. More than that, Peter was one of three (Peter, James, and John) who were really close to Jesus. That made him uniquely special. He was part of the inner circle.

For all of these impressive qualifiers there is also a side to Peter I am more prone to identify with. Peter is very much human- a hot head, one who likes to speak his mind. Jesus had a knack for choosing ordinary people. I like that because it gives me hope. They were a ragtag group of fishermen and a tax collector. A traveling band of brothers. World changers.

In Matthew 14 we read a story where Jesus had his disciples get into a boat and go before Him to the other side of the lake. While making their way to the other side a storm developed and the guys were scared. Get the visual here—they were fishermen by trade. Being in a boat with a developing storm was not new to them. It must have been bad.

In the fourth watch of the night Jesus appeared to them walking on the water. Now they are really afraid. They think they are seeing a ghost. But Jesus speaks to them and tells them not to be afraid (vs.27).

Comfort zones. Think about yours for just a moment. Have you become too comfortable? Have you become too predictable? What is the appeal that keeps you there so that you are not willing to venture out of it? Every possible concern and question Peter faces in this moment are ones you and I can identify with. Let’s explore them.

You will have doubts (vs. 28) “Lord if it is you…”

From the confines of the boat at night during a storm Peter has his doubts. That makes sense. No one is going to fault him on this one. Peter is keeping his cards close to his chest and erring on the side of caution. With his doubts firmly in place, he says to Jesus, “Lord if it is you, command me to come to you.”

As leaders we all have our doubts. What will people think? What will they say about me if I try this and fail? What if I screw things up? How will it make me look to my peers? We can massage our doubts in our comfort zones or we can set them aside and get out of the boat. Either way, we will have doubts just like Peter.

You will be challenged (vs. 29) “So He said, ‘Come’…”

For Peter this falls under the category of “be careful what you ask for”. Peter has really stepped in it this time. Jesus takes him up on his offer and commands him to come to Him. What is Peter going to do? In front of his peers Peter makes this appeal and Jesus calls his bluff. Peter has to act.

All leaders face times of testing and challenges. And when you do there comes a time for talk and there comes a time for action. For Peter, the time to act was at hand. Your comfort zone will either keep you in the boat or you can step into your destiny. It’s all up to you.

You will have fears (vs. 30) “He walked on the water…he was afraid…”

Peter takes Jesus up on His offer to step out of the boat and starts walking. Pretty impressive I must admit. I am not so sure I would have done that in the middle of a storm at night. But when he begins to walk he is distracted by the winds and waves. Ya think? As a result, Peter begins to sink.

As leaders we begin to sink when we take our eyes off the ball – the goal, dream, vision, our mission. When all we see is our fears and all we listen to are the voices telling us why it can’t be done we tend to lose our way. When we take our eyes off Jesus we do the same. I don’t fault Peter for his momentary slip. I admire him. He faced his fears and got out of the boat. What fear is keeping you in your comfort zone?

Here are a few take-aways that are important to remember as a leader:

God knows where you are

That the disciples would be in the boat and a storm would come was not lost on Jesus. He knew. And today He knows right where you are. You might be full of doubts, and fears, – even questioning your own abilities, but this is not about you. It’s about placing your hopes, dreams, and goals into more capable hands than yours and trusting Him to do with it what you can’t.

God knows your struggles

We all have struggles as leaders. We all have our imperfections. We each have our own set of doubts, fears, and questions we wrestle with. He knew about the disciples in the storm and He knows what you are up against. God wants to disrupt your comfort zone and stretch your faith as a leader.

God’s timing is perfect

The disciples had been in the boat battling the storm for a long time. You too might be facing opposition, doubts, and difficulties. You might be on the verge of giving up. Jesus didn’t come to the disciples when they wanted Him to, He came when they needed him the most. It’s when we come of the end of ourselves that God shows up and takes us places we never imagined. How different would your comfort zone look if you invited God into it?

Are you ready to step out of your comfort zone and into your destiny? Take the first step.

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Plowing Through Adversity

Every adversity, every failure, every heartache carries with it the seed of an equal or greater benefit. – Napoleon Hill

An old farmer had plowed around a large rock in one of his fields for years. He had broken several plowshares and a cultivator on it. After breaking another plowshare one fall, and remembering all the trouble the rock had caused him through the years, he finally determined to do something about it. When he put his crowbar under the rock, he was surprised to discover that it was only about six inches thick and that he could break it up easily.

As he was carting it away he had to smile, remembering all the trouble that the rock had caused him and how easy it would have been to get rid of it sooner. There is often a temptation to bypass small obstacles when we’re in a hurry to get a large problem solved. We simply don’t want to stop and take the time to deal with it now. Like the old farmer, we “plow” around it.

If you hang around in leadership long enough you will face more than your fair share of adversity. It comes with the territory. While adversity is part of leadership, so too, is our response to it.

The old farmer teaches us a few leadership principles we should consider as we face adversity. His responses are not unfamiliar. His choices are ours. When it comes to adversity here are our options.

Avoid it

I’ve yet to meet a leader who thrives on adversity. We like to think that our leadership is such that everyone likes us and no adversity will ever come our way. But that’s not the world we live in.

Year after year the old farmer plowed around the rock. It was an obstruction and he avoided it. Sound familiar? To understand the old farmer and his decision is to understand ourselves. How often as leaders do we just plow around issues because we don’t want to deal with it? We don’t want to make the hard decisions or ruffle the wrong feathers. We know we have an issue but we just side-step it.

How’s this approach working for you? Avoidance of adversity doesn’t make it go away. It makes you miserable.

Confront it

One day the old farmer had enough. The time for action was at hand. And what he discovered shocked him. The rock he plowed around for years could have easily been removed a long time ago.

I am not suggesting that every adversity you face will be as easily resolved as the one for the farmer. We know life doesn’t work that way. But until you face your adversities head-on you will never know. Often the problems we face are magnified over time and we become the victims of our own imaginations.

Allow me to encourage you to be like the old farmer. Get off your tractor, lift up the rock, and find out firsthand what you are up against. Don’t assume year after year that the adversity you are up against can’t be removed. The truth is, you will never know until confront it.

Overcome it

What is your tipping point with adversity? What will it take for you to come off the tractor like the old farmer and take a crow bar to the rock of your adversity? At what point do you make your declaration, “No more!”

That is both the challenge and the test to your leadership. It’s how it works. There are no exceptions.

How long it takes to plow through your adversity is hard to predict. Longer of course if you take no action. But adversity in leadership will always be your companion. It will always be nipping at your heels. It’s the price you pay.

In closing let me remind you that on your leadership journey you don’t walk alone. There is hope and your adversity is making you a stronger leader. Be encouraged by this Franciscan blessing:

May God bless you with discomfort at easy answers, half-truths, and superficial relationships, so that you may live deep within your heart.

May God bless you with anger at injustice, oppression, and exploitation of people, so that you may work for justice, freedom, and peace.

May God bless you with tears to shed for those who suffer from pain, rejection, and war, so that you may reach out your hand to comfort them and turn their pain to joy.

And may God bless you with enough foolishness to believe that you can make a difference in the world, so that you can do what others claim cannot be done.

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Are You Running On Empty?

Posted September 30, 2016
by dougdickerson

Once upon a midnight dreary, while I pondered weak and weary. – Edgar Allen Poe

A first-grader wondered why her father brought home a briefcase full of work every evening. Her mother explained, “Daddy has so much to do that he can’t finish it all at the office.” “Well, then,” asked the child innocently, “why don’t they put him in a slower group?”

Have you ever had one of those days you wish you could be placed in a slower group? I think perhaps we’ve all had one.

It should come as no surprise that there is a high number of people who report burnout at work. A report from Statista (http://bit.ly/2dIiPan) reveals that as many as 62% of North Americans report high levels of stress. Of course it doesn’t help that workload ranks as the top source of stress for those employees.

So how are you doing? A little weary? Are you feeling the stress? Are you feeling a little overwhelmed? Are you running on empty? What you need is some R.E.S.T. Here are four simple reminders every leader needs to take to heart.

Remember you are only human. As leaders we like to pride ourselves in the quantity of our work. We equate success with how much we produce. But if we are not careful along the way we can take our eye off the ball and the quality of our work begins to suffer. Not good.

Our bodies need time to rest and recharge. As leaders we like to pride ourselves by being the first to arrive and the last to leave and outpace everyone. But we all have our limits. As a leader you are on a journey, not a 50-yard dash. Set your pace, work hard, but don’t forget that you are only human. It’s OK to rest.

Examine your priorities. “Either you run the day,” said Jim Rohn, “or the day runs you.” That is powerful advice for any conscientious leader. Intuitively we know it to be true. But how intentional are we in making it happen? I think sometimes as leaders we can be guilty of bringing much of our fatigue on ourselves because our priorities are misplaced.

How much time do you spend during the course of a day dealing with things that easily could be delegated? The most precious commodity you have is time. Using it wisely can make a world of difference. When you put your priorities in order you can save a lot of time and energy. Get this straightened out quick.

Set boundaries. One of the hardest things a leader learns is how to set boundaries. Perhaps it’s a pride thing. We like being needed and freely dispense our wisdom to anyone who cares to listen whether it makes sense or not. We take on more than we possibly have time for just because we feel like “it’s the right thing to do.”

But here’s the rub- our good intentions don’t always measure up to our energy level. Just as we have to set our priorities we also have to protect our boundaries. So along the way we have to say no to good ideas. We have to take a pass on that extra-curricular activity that competes for our time. Establishing your boundaries is not a task to delegate; it’s a task you own. Are you tired of running on empty? Are you tired of being drained physically, mentally, and emotionally? Define your boundaries and draw your line in the sand. No one is going to do it for you.

Take action. Running on empty? We’ve all been there. Feeling burned out? I know how you feel. No one is immune from these seasons in life, work, and in leadership. But we are not powerless on our path forward. We do have choices.

It’s up to you to know your limitations and act accordingly.

It’s up to you to set your priorities and stop wasting your time and energy.

It’s up to you to protect your boundaries and learn to say no. No one is going to do it for you.

Are you tired of running on empty? Are you sick and tired or being sick and tired? It’s time to fuel up. It’s time to get some R.E.S.T.

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