dougdickerson – Page 15 – Doug Dickerson on Leadership

Five Leadership Lessons from Gabby Douglas

Posted August 5, 2012
by dougdickerson

Leadership is the capacity to translate vision into reality – Warren G. Bennis

One of the emerging stars of the 2012 London Olympic Games is Gabby Douglas. If you missed her performances with her teammates, the Fab Five, you missed quite a show. Douglas won the gold medal in the all-around contest and in the process gave NBC some of its highest ratings.

The poise of Douglas during the competition and in her interviews has revealed an impressive level of maturity beyond the 16-years of her youth. That she will emerge as a role model for young girls and aspiring gymnasts is a given. But her observations and reflections after winning gold are lessons not just for her generation but also for leaders in the boardroom. Here are five leadership lessons from Gabby Douglas and why they matter.

Dream big. In a first-person column for ESPN, Douglas said, “When my mom first took me to [Lin] Chow’s gym two years ago, she told him I wanted to be an Olympic champion someday. He told her he would do his best. He jokes now that he wasn’t so sure he could do it.”

Douglas’ dream was to be an Olympic champion. Through dedication and hard work she made her dream come true. In leadership, the difference between those who dream and those who achieve is found in the work ethic. Gabby had the right work ethic; all successful leaders do. What is your big dream?

Work through the pain. Growth and accomplishment don’t come without setbacks, sacrifice, and pain. Gabby writes, “When I first got here to London, I was in some pain from a tweaked muscle. I was feeling a little down. But Chow reminded me that everyone has pain.” Successful leaders also know pain but understand that it’s part of the growth process.

Gabby had to work through the pain to get to the gold. It’s what successful athletes and leaders do. The old adage, “No pain, no gain,” is a reminder to persevere and reap the rewards. Don’t give up.

Be teachable. World class athletes such as Gabby Douglas would not compete at Olympic levels without the guidance and tutelage of a superior coach. And without being teachable, Gabby would not have won gold. Gabby writes, “He (Chow) pushed me so hard, and some days I would wonder, ‘Why do I have to do this?’ In the end, though, he believed in me and all the hard work really did pay off. He and his wife Li have shaped me into a better gymnast than I ever thought I could be.”

Whether you are a seasoned athlete or CEO, each level of competition and success is characterized by a willingness to learn. Raw talent has its limits, but with an open mind and teachable attitude there are no limits to the accomplishments you can achieve. Never stop learning.

Be a team player. In her essay Gabby said, “Tonight I didn’t think about avoiding mistakes-that’s what gets you into trouble. Instead, I just thought about going out there and representing Team USA, my coaches, my family and myself as I best I could. I just wanted to enjoy the moment.” Did you notice her priorities? It was team, coaches, family, and finally, self.

It’s when you think and act like a team member that you realize your full potential. Individual accomplishment is achieved in harmony with the team not with your defection from it. Give your all to your team.

Give credit where credit is due. In her first tweet after winning gold, Gabby said, “Let all that I am praise the Lord; may I never forget the good things he does for me.” Successful Olympians and leaders by nature are thankful people. In the aftermath and celebration of winning gold, Gabby had the presence of mind and wherewithal to give credit where she felt it belonged.

How about you? As a leader, it’s easy to get caught up in the excitement and celebrations of the moment and forget to thank those around you. Who are you thankful for and when was the last time you expressed it?

It takes discipline to keep the essentials of leadership front and center. Thanks to 16-year old Gabby Douglas, we’ve now been reminded why it’s important.

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Service-based Leadership

Posted August 2, 2012
by dougdickerson

You can start right where you stand and apply the habit of going the extra mile by rendering more service and better service that you are now being paid for. – Napoleon Hill

Service-based leadership is the life-blood of your organization. In his best-selling book, The Fred Factor, Mark Sanborn writes, “The best Freds are true artists at taking ordinary products or job responsibilities and services and making them extraordinary. They are real-world alchemists who practice the art and science of ‘value creation.’” He is right. Do you have a culture of service within your organization? Here are three tips to help you turn that picture of service-based leadership into a practice.

Re-create your culture. In a recent survey by Consumer Reports, consumers revealed their most irritating customer service gripes. Topping the list? Not being able to get a human on the phone, rude salespeople, many phone steps needed, long waits on hold, unhelpful solutions, and no apology for unsolved problems, just to name a few.

If you are going to re-create your current culture and transform it into a service-based leadership culture, you must change your point of view. This is done when you quit your navel-gazing ways and look at your operation through the eyes of your customers. Solicit their feedback and audit their responses and see how you measure up. Re-creating the culture within your organization begins when you shift the focus off yourself and onto those you serve.

Refocus your priorities. Service-driven leadership begins with fundamental shifts in attitudes and actions. This is characterized by making sure that your core values are clear to everyone within your organization and practiced with everyone outside of it. If your values are not clear internally do not expect any help from those you serve because they will not know either.

The responsibility for service-based leadership rests with the leader at the top of the organization. Ken Blanchard said, “True success in servant leadership depends on how clearly the values are defined, ordered, and lived by the leader.” How clear are your organizational values?

Re-claim your purpose. What is the true meaning or purpose behind what you do? Billy Sunday said, “More men fail through lack of purpose than lack of talent.” He’s right. The secret of service-driven leadership is found in your purpose. When your purpose and passions are clear so is your mission.

Without purpose you may find yourself like Alice in the fairy tale Alice in Wonderland. In a conversation between her and the Cheshire Cat, Alice asked, “Would you tell me please, which way I ought to go from here?” “That depends a good deal on where you want to get to,” said the cat. “I don’t much care where,” said Alice. “Then it doesn’t matter which way you go,” said the cat.

Which way you go matters. Service-based leadership is deliberate, focused, and is crucial to your success. Service-based leadership is simply servant leadership principles lived out in the marketplace. In order to get ahead you must be willing to serve.

What do you think?

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Understanding the Power of Competition

Posted July 31, 2012
by dougdickerson

I have been up against tough competition all my life. I wouldn’t know how to get along without it. – Walt Disney

The Olympic Games are underway. Are you enjoying them? If you are like me, you are a competitive person; especially in sports. I do not like to lose and will play my heart out to win. That, I suppose, is what competition is about; no one plays to lose. But in business, do you understand the purpose of competition? When you understand the purpose of competition then you will understand why it is good. Here are three observations to help you understand the power of competition.

Competition brings focus. When you are focused on the tasks at hand you have little time to worry about other things. Don’t lose focus of what’s really important. Rather than worry about who your competition is and what you can’t control, focus on your priorities and what you can control. Tune out your distractions so that you can concentrate on your objectives and achieve your goals.

Competition is a neutralizer. The lesson here is simple. Smart leaders will neutralize their competition not by obsessing over them, but by training their own teams to be better. The by-product is that they outsmart them. How? Through strategic planning, focused leadership, and excellence in customer service.

Competition is a motivator. Healthy competition is a good motivator. Whether the forum is in sports, business, or academics, etc., competition will motivate you to be your best. The secret is not to be distracted by the competition so as to lose your focus, but to allow it to bring out your best qualities that will give you a competitive advantage.

Competition is good and competitors make great teachers. The key for you is to learn from them, respect them, but never be intimidated by them. Let them bring you focus, neutralize them, and let them motivate you to be your best.

What do you think?

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4 Reasons Why You Need Patience…Right Now!

Posted July 28, 2012
by dougdickerson

It is not necessary for all men to be great in action. The greatest and sublimest power is often simple patience. – Horace Bushnell

A recent story in Business Management Daily about the success of online shoe retailer Zappos brought my attention back to one of leadership’s most needed and personally challenging virtues – patience. Like many, I am not always a patient person and continually need improvement which is one reason why the success of Zappos caught my eye.

That Zappos excels in customer service is a given, but when asked why more organizations are not like them CEO Tony Hsieh said, “Patience.” Hsieh says most firms won’t put in the time to build employee morale and customer service. “It’s whether you’re willing to make that commitment,” he said.

We have been taught from an early age that patience is a virtue, but to what end? To be sure, patience in employee relations, business negotiations, and in achieving strategic goals is important. Let’s look at the value of patience and how it can be a game changer both personally and professionally.

Patience builds your reputation. A well-rounded leader is set apart from the rest of the pack by mastering skill sets that lead to success. At times, many of us are driven more by impatience; with ourselves and others, than by the virtue of patience. Our impatience can be our demise. Thomas Edison said, “Many of life’s failures are people who did not realize how close they were to success when they gave up.” Building your reputation as a leader in these challenging times requires patience. Managing your reputation as a leader begins by mastering the skill of patience and not giving up.

Patience gives way to remarkable results. Part of the Zappos success story comes from strong employee engagement. Hsieh says, “The No. 1 focus and priority for the company, even though we want the brand to be about customer service, is company culture. Our belief is that if you get the culture right, most of the other stuff, like great customer service, will just happen.” Developing a culture of employee engagement like Zappos can only be realized through patient dedication. Building your brand and reputation takes times; it doesn’t happen overnight. Successful brand leadership begins with patience and a commitment to the due diligence necessary for excellence.

Patience leads to positive recognition. Ultimately, there is a reward for the virtue of patience. The reward may be greater sales, increased customer satisfaction, stronger profits, or a promotion. Whatever the measure of realization looks like for you it is the dividend of patience and hard work. But this realization begins with understanding the causes of impatience.

Vic Lawrence at selfgrowth.com says the most basic reasons for impatience are: lack of control, lack of understanding, lack of planning, lack of communication and unrealistic expectations. When you claim control of these issues you can claim the rewards that patience can deliver.

Patience is your most formidable resource. Many people in business are looking for a leg up on the competition and ways to improve company performance. Sharp business plans and the best talent money can buy are no substitutes for the virtues needed to guide you in the right direction.

Patience is not easy to come by and when it matters most you want to be the leader who is making smart decisions based upon sound principles rather than knee-jerk reactions. Patience is one virtue that will serve you well. I just wish it didn’t take so long to learn.

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A Postcard from the Beach

Posted July 24, 2012
by dougdickerson

John Wooden once said, “It’s the little details that are vital. Little things make big things happen.” In life and leadership that is so true.

My family and I are currently in the middle of a vacation at the beach. Over the years I have enjoyed beaches in the Caribbean, Central America, and the Mediterranean to name a few. But when you live along the coast as I do, a long fancy trip to some distant isle is not necessary.

Leadership is about the big picture (vision), details (execution),and most importantly; people (relationships). And when it all comes together it is a beautiful thing.

As I have observed the ebb and flow of the tides, sunrise and sunset walks, I have come to once again appreciate the beauty of the journey. Remember, it’s the little things that make a big difference.

What little moments are you thankful for?

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The Blessing of Plan B

Posted July 21, 2012
by dougdickerson

Most people go to their grave with their music still inside them – George Bernard Shaw

In Bits & Pieces a story is told of Antonio; an Italian boy who loved music, but whenever he tried to sing the music that was in his heart, it came out so badly that all his friends laughed at him. Next to singing, the boy loved to hear the violin. He had a pocketknife he always carried with him and we would whittle all sorts of things with it.

One day Antonio learned that the greatest violin maker in all Italy, the great Nicolo Amati, lived in his village. Antonio began to whittle a violin and worked many hours on it. When finished, the boy walked to the house of Amati, who just happened to answer the door. The boy handed the master the small violin he had carved and said, “Sir, I love music, but cannot sing. I wish with all my heart I could learn to make violins.”

The great Amati smiled, looked at the small gift and said, “Beautifully done. You want to make violins? And so you shall. In time your violins will make the most beautiful music ever heard!” And so, Antonio Stradivari became the pupil of Nicolo Amati and in time made violins that equaled his master’s.

Consider the successes of the likes of Henry Ford, R.H. Macy, Soichiro Honda, Bill Gates, Walt Disney, The Beatles, Elvis Presley, Albert Einstein and Thomas Edison. The common thread among all of them is that their eventual successes were only attained after many failures early on in the careers.

Resilient leaders are not deterred by the disappointment that comes when Plan A is no longer an option. Success comes when Plan B is embraced and that can make all the difference. In business and in leadership, plans do not always turn out as we hope. In these times of testing you have a choice. Here are three things to remember when Plan A falls apart and Plan B falls in your lap and you are tempted to throw in the towel.

Plan B creates opportunity. Stradivari’s contribution to music was not to be found through his voice, but through his hands. He joined the passion of his heart with the skill of his hands and made his mark on the music world with it. The challenge in leadership is not to lay down what is in your hand but to use it. It may not be Plan A, but Plan B turned out incredibly well for Stradivari and it can for you if you choose the right attitude and give it all you have.

Plan B redirects your skills. Upon the outcome of this Hollywood legends first screen test, the director of MGM noted, “Can’t dance. Can’t sing. Can dance a little.” Undeterred, Fred Astaire went on to become an incredibly successful actor, singer and dancer. He kept that note in his Beverly Hills home to remind him of where he came from. As a leader, you will face many challenges and you will at times hear the voices of those telling you that it can’t be done. But in the end all that matters is what you believe in your heart and having the courage to pursue it; even if it is Plan B.

Plan B prepares you for a rewarding life. In many respects Plan B is not just about opportunities, but overcoming adversity. While his name is synonymous with some of the biggest films in the modern era, this movie director was rejected three times from the University of Southern California School of Theater, Film and Television. Years later in 2002, Steven Spielberg returned to school and completed his BA.

The blessing of Plan B is not always easy to see in the beginning. The blessing of Plan B is realized when we embrace it and begin the journey it takes you on. Wise leaders are flexible enough to know that when one door closes it is not the end; it’s just the beginning of living out your dream in a manner you didn’t expect.

Have you discovered the blessing of Plan B? Leave me a message and tell me about it.

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Musical Chairs

Posted July 17, 2012
by dougdickerson

Famed tenor Luciano Pavarotti shares a story from when he was a child growing up that made a great impact upon his life. Pavarotti says, “When I was a boy, my father, a baker, introduced me to the wonders of song. 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.”

Had Pavarotti made the choice to teach, I believe he would have succeeded. The point is, you must find the one chair that is right for you and stick to it. Leadership has many demands and challenges, and your responsibility is to not fall between the chairs. Have you chosen your chair?

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Are Your Expectations Serving You Well?

Posted July 14, 2012
by dougdickerson

Oft expectations fails, and most oft there where it promises – William Shakespeare

A story is told of a young psychology student serving in the Army who one day decided to test a theory. Drawing kitchen duty, he was given the job of passing out apricots at the end of the chow line.

He asked the first few soldiers that came by, “You don’t want any apricots, do you?” Ninety percent said “No.” Then he tried the positive approach: “You do want apricots, don’t you?” About half answered, “Uh, yeah. I’ll take some.” Then he tried a third test, based on the fundamental either/or selling technique. This time he asked, “One dish of apricots or two?” And in spite of the fact that soldiers don’t like Army apricots, 40 percent took two dishes and 50 percent took one.

The story is a reminder of the power of expectations and how they serve you in leadership. A word of caution to leaders is not to neglect this important leadership component- staying abreast of the expectations of your customers and clients; not to mention those of your organizational team.

Denis Waitley said, “Our limitations and successes will be based, most often, on your own expectations for ourselves. What the mind dwells upon, the body acts upon.” He’s right. So let’s probe a little deeper and be sure that the expectations you have are serving you well. Here are four questions for your consideration.

Are your expectations based upon reality? In leadership there is a fine line at times between expectations and reality. It is what Colin Powell refers to as the “ground truth” of measuring your current situation against the unvarnished truth as it exists. Expectations ought to be based on a blend of your current circumstances measured against future goals. Facing your expectations with this reality will keep you focused as you achieve your goals.

Are your expectations in harmony with your vision? While expectations must be grounded in reality they too must be in keeping with your vision. Do not sacrifice your vision because of your reality. The power of your expectations will carry you beyond your reality because it is a powerful motivator. Walt Disney said, “All our dreams can come true, if we have the courage to pursue them.” The power of your expectations will cause you to overcome any adversity if you put your mind and heart to it. Are your expectations vision based?

Are your expectations transferable? The buy-in of your expectations is critical. Have your expectations been articulated to and embraced by your team? John Maxwell was right when he said, “The people’s capacity to achieve is determined by their leader’s ability to empower.” The expectations of one has limited fulfillment. But when those expectations are embraced and enacted upon by your entire team, you will see a compound effect take place that will carry you to the next level. Make sure that your expectations have been transferred and received.

Are your expectations helping or hurting? Tony Robbins said, “People are not lazy. They simply have impotent goals-that is, goals that do not inspire them.” Are your expectations inspiring others? Leaders must evaluate their expectations in light of how they meet organizational goals and if they are properly promoting the health of the organization. While strong expectations serve your organization well, unhealthy ones can have a negative impact. It is important that the leader get it right and that the expectations you promote are taking you in the right direction.

Are your expectations serving you well?

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Why Ground Truth Matters

Posted July 12, 2012
by dougdickerson

In his new and highly recommended book, It Worked For Me, In Life and Leadership, Colin Powell writes about the importance of having what he describes as ground truth.

Powell writes, “…surround yourself with sergeants-that is, people with ground truth experience whose thinking is not contaminated with grand theories.” This is excellent leadership advice for the leader just starting out or as a reminder to the seasoned leader in need of a refresher.

The “sergeants”, the bearers of the ground truth on your front lines are some of the most valuable people on your team. They are the ones by which potential clients form their first impressions of your company and what they can expect in terms of any relationship going forward.

The sergeants in your organization are also the ones who will tell it to you like it is and give you the unvarnished truth as you need it delivered. A wise leader is one who knows his or her sergeants well and places a high degree of confidence in them. In the marketplace today you need people with ground truth experience who can help you.

John Maxwell said, “Few people increase the credibility of leaders more than adding value to people around them.” And that is what people with ground experience do – add value. Ground truth in leadership matters because those with it are invaluable to your organization.

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Leading with Purpose

Posted July 10, 2012
by dougdickerson

Charles Francis Adams, 19th century political figure and diplomat, kept a diary. One day he entered: “Went fishing with my son today–a day wasted.” His son, Brook Adams, also kept a diary, which is still in existence. On that same day, Brook Adams made this entry: “Went fishing with my father–the most wonderful day of my life!” The father thought he was wasting his time while fishing with his son, but his son saw it as an investment of time. The only way to tell the difference between wasting and investing is to know one’s ultimate purpose in life and to judge accordingly.

As leaders, the demands on our time can be overwhelming at times. Do you see your time with others as an investment or as an intrusion? Do you give of your time freely or see it as a nuisance? Never underestimate what your time means to those you lead. How you choose to give it will determine the quality; your attitude in doing so will determine the benefit.

Franklin Field said, “The great dividing line between success and failure can be expressed in five words: I do not have time.” What a sad commentary. Leading with purpose involves time. Make it count and lead with purpose.

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