Leadership – Page 27 – Doug Dickerson on Leadership

Why People Fire Their Leaders- And How to Stop It

Posted September 17, 2017
by dougdickerson

People quit people, not companies – John Maxwell

I remember my first job out of college. I was excited and filled with great enthusiasm. But it played out like A Tale of Two Cities, “it was the best of times, it was the worst of times”. I was surrounded by people I genuinely liked with many friends. With a great team in place, we made great strides in the community we served. But I had “the boss from hell” who made life hell. So, I fired him.

I had flashbacks to those early days after reading the findings in a study in Inc. that highlighted the worst boss behaviors. The Top 5 characteristics that caused employees to leave their jobs were:

Management style — 37 percent
Condescending attitude — 30 percent
Mean or bad temper — 30 percent
Inappropriate behavior — 26 percent
Harassed employees — 24 percent

Speaking of bad boss behavior, here is a sampling of what respondents called unacceptable or deal breakers: Your boss takes credit for your work 63%, your boss doesn’t trust or empower you 62%; your boss doesn’t care if you’re overworked 58%, your boss doesn’t advocate for you when it comes to compensation 57%, your boss hires and/or promotes the wrong people 56%, your boss doesn’t provide proper direction on assignments/roles 54%, your boss micromanages and doesn’t allow you “freedom to work” 53%, etc.

“Everything rises and falls on leadership,” has been a mantra of John Maxwell for years. And as it relates to employee engagement, bad bosses, company morale, and corporate culture, he is spot on. A boss without strong leadership skills will drive his or he people away.

I’ve said it in this space before: Building the type of organization that your people would never dream of leaving begins by being the type of leader everyone wants to follow. Let’s explore three basic ways in which you can build that type of culture.

Serve your people

The higher you ascend in your organization the more responsibilities you take on – not more rights. This is where many a boss drops the leadership ball. Think of a pyramid. The old way of thinking is that at the bottom you have many rights and at the top, few responsibilities. Now flip it- when you do, the opposite becomes true. You now have more responsibilities as the leader/boss and fewer rights. Now, start acting like it.

You will build the type of organization people would never dream of leaving when you develop the mindset of servant leadership and by empowering your people at every opportunity.

Empower your people

Employee engagement is directly tied to empowered employees. The cited survey, along with many others drive this point home. If your people are micromanaged, underappreciated, and not given credit for their ideas and work, is it any wonder they are firing their bosses?

Billy Hornsby said, “ It’s okay to let those you lead outshine you, for if they shine brightly enough, they reflect positively on you”. The boss who makes for a good leader understands that when his or her people are empowered it makes them look good. You will build the type of organization they would never dream of leaving when you empower them to reach their full potential.

Engage your people

Employee engagement is only as meaningful and effective as the leader who engages on this level. The boss who only sees employee engagement as something “they do” may have the work of his employees’ hands, but will never have their hearts. If you want to stop your people from walking out the door, then you must open yours. You must be among your people, know your people, and serve them.

Building the type of organization people would never dream of leaving begins when you understand that they are the most appreciable asset you have. Simply put, employee engagement begins at the top.

Check out the Doug Dickerson Leadership Podcast at https://www.spreaker.com/user/10035316 There you can listen to past episodes, and sign up to follow the podcast.

New episodes air on Monday, Wednesday, and Friday.

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Embracing The Leadership Process

Posted September 8, 2017
by dougdickerson

Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. – Jack Welch

For the baseball fan, everyone is familiar with the great Ted Williams, the Hall of Famer from the Boston Red Sox. Known as “the slugger”, he was once asked about his ‘natural ability” to hit the ball. He’s said to have replied, “There is no such thing as a natural born hitter. I became a good hitter because I paid the price of constant practice, constant practice.”

For the leader, Williams’ answer is an accurate summation of what good leadership looks like. It’s about stepping up to the plate, it’s about the daily grind of practice. In short, it’s about commitment. It’s all about embracing the process.

But for many aspiring leaders and even for those who’ve been around a while, the process is the pitfall.

Writing in the book Rooted – The Hidden Places Where God Develops Us, author Banning Liebscher makes this observation:

“God always develops us before He develops our vision. If we don’t understand this, we will resist Him, get frustrated, and ultimately end up disappointed and disillusioned. But if we expect and embrace God’s root-building process in our lives, guess what? We will not only set ourselves up for success, but we will set ourselves up to thrive in that process. So let’s embrace the process.”

While specifically addressing the development of your faith, this principle is transferable and speaks volumes about the leadership process.

When we short-circuit the leadership process we cause harm to ourselves, and to those we are trying to lead. We want to avoid, rush past, or skirt the teachable moments – moments that could be unpleasant perhaps, but in doing so, we fail to properly develop the leadership skills that come with it. The result? We tend to move up as leaders with deficiencies in key leadership skills we need. So what’s the solution? Embrace the leadership process.

Here are a few leadership skills that you will not want to rush in their development. In fact, most of these will be ongoing over the long haul of your leadership. Here are just a few of them.

Embrace the process of reflection and reading

The truth be told, this is a skillset in leadership that you will always carry with you. Developing this skill in the formative years will serve you well in the latter years. Make the time to read, reflect, and expand your horizons. The old adage is true, “leaders are readers”, and leaders are always learning. I will add that prayer is an essential ingredient to the development of this skill set. Mark Batterson summed it up this way, “One God idea is worth more than a thousand good ideas’.

Embrace the process of time management

Jim Rohn was spot on when he said, “Either you run the day, or the day runs you,” and you must embrace the process of learning this skill. There are many tools and technologies to help you with the implementation of this skill, but ultimately it’s a discipline you have to master and I don’t think there’s an app for that. It’s on you. Time management is too crucial to your success as a leader so embrace it quick.

Embrace the process of conflict resolution

Most people I know avoid conflict. They avoid it at all costs. But if you are going to succeed as a leader, you must learn and develop this delicate but essential leadership skill. You will have to dig deep to pull off sharp conflict resolution skills such as its timing, knowing what to say, what not to say, tone, and moving toward your desired outcomes. As a leader, you will need this skill. Embrace it and learn it.

Embrace the process of people skills

It’s been said in many ways and by numerous people – people are your most appreciable asset. Simply put, no shortcuts are allowed in the process of developing your people skills. It will make you or break you as a leader. If you don’t fully embrace the process of learning and developing your people skills, you are setting yourself up for failure. How smart and talented you are mean little if you don’t know how to treat your people and if they don’t respect or trust you.

Embrace the process of personal growth and development

All of these skills that I have presented, and more, all about your personal growth development as a leader. But know this, first and foremost leadership is an inside job. You must learn to lead yourself before attempting to lead others. This is why the process must be embraced.

Leaders are not grown overnight. It takes time. It’s a lifelong commitment to learning and growing. School is always in session for the leader. Embrace the process!

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Start With Low Fences

Posted September 2, 2017
by dougdickerson

“I work on the same principle as people who train horses. You start with low fences, easily achievable goals, and work up. – Ian McGregor

Developing your skill sets as a leader is not an overnight process. It’s something that takes time and commitment. It’s a process.

I liken the process to one of my favorite hobbies – photography. Back in the day of first learning my photography skills things were much different from today. It was all manual. Various photography classes back then taught me the fine art of things like shutter speeds, f/stops, dark rooms, lighting, composition and more. You had to learn the skill in order to be good.

Nowadays with a few hundred dollars, you can purchase a fully automatic camera that takes all the guess work out of it. Ask the owner to switch to manual mode- not to mention the rule of thirds, negative space in composition, etc. and take a picture, most would be at a loss on where to begin.

Here’s the problem. With that expensive fully automatic camera in your hands, it can make you look better than you are. You can have the fancy equipment, but without the training on how to use it, you are creating a false impression.

One of the dangers in leadership is bypassing the learning process and securing the foundational principles needed for growth and maturity. This is why many an aspiring leader never reach their full potential. They rush the process. But with an open mind coupled with the attitude of a student, your leadership skills can be developed and you can rise to the next level.

It’s when you start with the low fences that you earn your leadership stripes. Here are a few low fence concepts worth considering as you think about your future and growth as a leader.

The low fence of humility

There’s a fine line between confidence and arrogance. Aspiring leaders can blur the lines when they think their degree conveys wisdom. Your formal education is your right of passage to your real education. A strong dose of humility is in order starting out and is well worth remembering when you are older. There’s always something new to learn.

The low fence of dependability

There are no shortcuts on the path to proven leadership. It takes men and women who are willing to roll up their sleeves and earn their stripes. If you can’t be counted on in the low fence things of your leadership how can people raise their expectations of you for greater things? It’s in the daily grind that you show yourself dependable.

The low fence of flexibility

Sometimes in leadership, you have to throw out the script. Your growth and sanity as a leader will be tested with this low fence skill in more ways than you can imagine. If you can learn this low fence skill early it will save you a lot of grief later.

The low fence of loyalty

Loyalty is one of the pillars of leadership. All the creative powers in your arsenal of skills will not amount to much if loyalty is an afterthought. Faithfully striving to represent the values, mission, and vision of your organization should be the focal point of all that you do.

The low fence of service

The heartbeat of leadership is service. It’s about adding value. It’s about lifting others up, not tearing down. It’s servant leadership. The beauty of this skill set is that you never outgrow it. But with your growth and development as a leader comes the opportunity to have a greater impact. Develop this skill early while the fence is low. But never forsake it. The more you give and the more you serve, the greater the influence you can have.

Just as low fences are the starting points for training horses, it’s where you begin as a leader. But you are not designed nor destined to stay at that level. You have a higher destiny that you need to walk in. Low fences are where you start, but they are not where you should stay. You must raise the bar.

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Leadership In Times Like These

“Of Issachar, men who had understanding of the times, to know what Israel ought to do…” I Chronicles 12:32

There’s no question that we live in peculiar times. As a leader, it is more important than ever that you have clarity of heart and mind in order to lead effectively.

Our country is torn by many great divides. Tensions are high and divisions are running deep. People are looking for answers. It’s important in times like these, as it was in the days of Issachar, that we as leaders are people who understand the times and know what to do.

I realize this is somewhat of a departure from my customary tone of writing that I deliver each week, but perhaps I am looking at our world these days with a different perspective.

My first grandchild is turning one year old, and I am thinking about the kind of world he is growing up in and the type that he will inherit. As our family celebrates this momentous and joyous occasion it is causing me to take a step back and put leadership in a sharper context. What type of world do I want him to know and inherit? Here are a few thoughts on how we get there.

In times like these, we must lead with love

“People don’t care how much you know until they know how much you care,” said John Maxwell. And this is the rallying call for all leaders today. If our leadership is going to amount to anything worth espousing it must be done with hearts of love. Enough with the hatred and vitriol, it’s time to lead with love.

In times like these, we must espouse servant leadership

For many in leadership, it’s all about the quest to get to the top. It’s a “what’s in it for me?” attitude. Yes, it’s self-serving, and yes, it’s everything that is wrong with leadership. Servant leadership is about adding value. It’s about enriching the lives and growing the leaders around you. It’s about raising others up, not tearing them down. It’s about contentment in being second in a “me first’ world. It’s about a “what can I give?” attitude in a self-absorbed world.

In times like these, we must lead with humility

“True humility is not thinking less of yourself; it is thinking of yourself less,” said Rick Warren. What a powerful thought. We have enough leaders thinking more about themselves than perhaps they should. Perhaps it’s in times like these we need to be thinking less of ourselves and more about those we can serve, those we can lift up, and how to bring people together.

In times like these, we must lead with open hearts

If there was ever a time for us as leaders to open our hearts to those around us it’s now. We must stop talking and screaming past one another and learn once again to listen. As leaders, we must be the change we seek. We must open our hearts and see that we all have a stake in the outcome of the type of the world we want to know and leave behind.

In times like these, we must lead with clarity

The men in the day of Issachar were men who understood the times in which they lived. It’s up to us as leaders to do the same. Our voices, the lone ones in a sea of instant reactions and opinions, must be the calm ones in the storm. In times like these, we must lead with a steady hand and moral clarity, and with the courage of our convictions. Our voices need to be heard and our message delivered with love and humility.

In times like these, we must think long and pray hard.

It’s no secret; leadership is hard. It’s hard in the good times, not to mention in times of difficulty. We need more leaders who think long. We need leaders who know how to look at the big picture and see into the future. But, we would all be amiss if we thought we could do it alone. We must be leaders who understand the power and necessity of prayer. Understanding the times in which we live comes with a price. We must seek wisdom from outside of ourselves when we know it’s not within us. We need God’s help.

The times in which we live present us as leaders a tremendous opportunity. Are you ready to lead in times like these?

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Connecting Your Dream To Your Reality

Posted August 17, 2017
by dougdickerson

“If your dream doesn’t scare you it’s too small” – Mark Batterson

Vincent Van Gogh said, “I dream of painting and then I paint my dream”. Certainly, Van Gogh is one who made the connection between dreams and reality. We’ve been inspired by his dreams ever since.

But as inspiring as that may have been for Van Gogh, for many others, there is a disconnect between dreams and reality. And reality hits where dreams end. And the unfulfilled dreams of our youth turn into the regrets of our old age.

In leadership, as in other parts of our lives, we hear much about dreams and goals. For some, it is to land the dream job. For another, it may be to write a book, raise a family, start a business, or travel the world. What is your dream? What is the one passion or desire that you think of often? What would you do if you knew you wouldn’t fail?

Much has been written about goals and dreams and this will certainly not be an exhaustive list nor necessarily new ideas. But I want to put forth these simple keys to serve as reminders that your dreams do not have to go unfulfilled. It simply takes courage to pursue them. Here are six things you will need to do in order to turn dreams into reality.

Face down your fears

This is perhaps the most obvious obstacle that causes most dreams to go unfulfilled. Fear. What if I fail? What will other people think? In the end, what happens? We talk ourselves out of the one thing that truly inspires us. Until you face down your fears, your dreams will never become a reality. It’s time to own your fears and put an end to it.

Face up to your challenges

Depending on the size of your dream, you are going to have to face up the challenges your dream or goal presents. What resources will you need? You will have to flesh out exactly what your dream or goal looks like in real life. What will be required of you? What sacrifices are you willing to make? There’s always a trade off, are you willing to embrace it?

Define your path forward

Your dream becomes a reality when you know what it is, and when you have a clear path forward. It won’t just happen because you dream it. Now you have to live it. Now you must own it. Now comes the time to put pen to paper and chart a course. Do you have the resources you need? What partnerships do you need to form? Connecting your dream to your reality begins when you spell it out.

Consider the risks

No dream worth pursuing will come without risks. What is your threshold for risks and rewards? This is why thoughtful planning is important to you. And this where most people come up short on their dreams becoming a reality. It’s hard for many to reconcile the notion that they need to overcome their fears and take a risk. After all, the risk is one of the fears. But you will minimize the risk and quash the fears when you do your homework. It’s then your faith kicks in and you are able to make the leap.

Go for broke

Once all your homework has been done, your risks assessed, your plan charted, then you can take that step of faith and go for broke. It may be baby steps at first, but al least you are moving in the direction of your goals and dreams. One of the greatest challenges you will have to overcome is dreaming too small. As the old saying goes, “Shoot for the moon, Even if you miss you’ll land among the stars”.

Never stop dreaming; never give up

The secret to connecting your dream to your reality rests in your persistence and perseverance. Will you fail? Will you have setbacks? Will you have fears and at times even question whether your dream was actually a nightmare? Yes!

“Many of life’s failures,” Thomas Edison said, “are people who did not realize how close they were to success when they gave up.” Connecting your dreams to your reality happens when you don’t give up.

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Let Others See The Boss In You

Posted August 11, 2017
by dougdickerson

“He who tends the fig tree will eat its fruit, And he who cares for his master will be honored.” – King Solomon (Proverbs 27:18)

I read an article on CBS News Money Watch about the Top 40 Bonehead Bosses. There you can read the accounts of some the most boneheaded bosses you can imagine. Here’s one just for fun:

I worked as a secretary for a large metropolitan hospital. My son was in daycare at a local church. One day a co-worker ran into the office and screamed: “the church is on fire, the church is on fire”. Immediately, I ran to the church, where I could see the smoke, the fire, four fire engines and people everywhere. I was in a panic. I lost my shoe, tore my dress and dropped my purse looking for my son. After finding him (Thank God!), I returned to work frazzled and disheveled. When I made it back to my desk, my Boss approached me and said “You left your station without permission. You will be disciplined for this!”

Boneheaded boss? I’d say so. And this highlights the age old love/hate relationship people have with their bosses. As a leadership speaker, I hear the stories. And I hear the stories from the bosses about their employees because that relationship cuts both ways.

In his book, Creative Followership, Jimmy Collins, the former COO of Chick-fil-A, outlines his powerful followership principles. Principle 12 states: Let others see the boss in you.

In explaining Principle 12, the underlying philosophy he says, “was to present unified purpose and action. When the people in the organization see management in unity, they are more confident in their own roles.” Creating a compelling vision and mission statement is only as powerful as the people’s ability to have buy-in it and execute it.

Elaborating more, Collins says, “Your work should mirror the quality and character of the boss. Do things in a manner that will meet and even exceed your leader’s personal standard.”

These timely principles are as important now as they have ever been. So let me ask you:, do your colleagues, customers, and clients see the boss in you? Do people see in you an accurate reflection and representation of your organization’s core values and beliefs? Do you back it up with your words, actions, and ethics? As you reflect on these questions, here are a few important reminders for your consideration.

You are the face of your organization

Don’t make the mistake of believing that it’s only your boss who is the face of your organization. Regardless of where you are in your organizational structure, if you are on the payroll, you are the face of your organization. If you can’t proudly be the face of your organization then it’s time to either change your attitude or change your address.

You are an extension of your boss

As an extension of your boss, you carry a great deal of responsibility on your shoulders. How can you rightfully be an extension of your boss if you do not respect your boss? How can you passionately represent your organization in public if you are undermining it in private? As an extension of your boss, make it a priority to develop trust and be in unity with him or her. Develop your consensus in private, articulate your unity in public.

You are part of the ‘why’

Simon Sinek says, “People don’t buy what you do, they buy why you do it.” It’s a simple and yet very profound statement. Think about the implications of it for just a moment. You are the reason why customers keep coming back or decide to go elsewhere. You are the reason why clients trust you and choose to keep giving you their business or move on. You are the reason why your organization runs efficiently, has a strong work ethic, and has strong morale or you are a part of the reason it doesn’t.

What is really the message of letting others see the boss in you? It’s about raising your own personal standard of excellence. It’s about stepping up as a leader in your own right regardless of your title or position. It’s about ownership and being a standard-bearer for your organization and being a part of a cause greater than yourself.

What are people seeing in you?

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Mixed Signals and the Art of Communication

“The single biggest problem in communication is the illusion that it has taken place”. – George Bernard Shaw

Every good leader knows the value and importance of good communication. Leaders succeed or fail based on it. Organizations rise and fall because of it. To say that good communication is essential to your success as a leader is clearly an understatement.

In her book, Fearless Leadership, Carey D. Lohrenz shares a story of just what can happen when communication does not take place as it should:

Failure to communicate effectively can have disastrous results. Consider this true story, not the only one of its kind: A young Navy sailor was working the flight deck at night. Needing to cross the flight deck in the few seconds available between aircraft landing, the sailor signaled the arresting gear officer by waving his flashlight vertically. After getting acknowledgment from the arresting gear officer via the waving of a green flashlight vertically, the sailor sprinted across the pitch black landing area.

When looking to cross back over, the sailor once again signaled to the arresting officer and received the same vertical flashlight wave-only in red. The sailor knew that the vertical waving meant it was okay to cross, but didn’t know that the color of the flashlight was a critical piece of information. On this ship, green meant “go” while red meant “stand fast.” Confusion in communication signals almost cost this sailor his life.

While the decisions you make regarding communication may not carry the same life or death consequences, it does, nevertheless, carry important implications for your team. The last thing they need from those in leadership is mixed signals. Here are some of the most common mixed signals and what to do about them.

Mixed signals occur when you say one thing and do another

This is perhaps the most common mixed signal out there. It’s when you say one thing and do another. As a result, people are not on the same page, goals and objectives become muddled, and trust is compromised.

As a leader, you must develop consistency in your communication and do what you say. If circumstances warrant a change in a previously communicated directive or course of action, clarify it in person and do it in a timely manner. As a leader, you don’t like surprises and neither do your people.

Mixed signals occur when you keep your people apart

Ineffective communication occurs when you keep your team members apart instead of bringing them together. Instead of building a unified and cohesive team, mixed signals occur in communication when your people get their information second or third hand. This is a prescription for disastrous communication and team morale.

If you want to facilitate strong communication within your organization you must bring your people together, not keep them apart. Make it your practice to be a bridge builder. Communication flourishes when people are connected.

Mixed signals occur when you fail to connect on a personal level

The secret sauce of establishing good communication within your organization is being a leader who knows how to connect with his or her people. The good news is that it can happen. The bad news is that it takes a lot of work. But until you are relationally invested in the people you lead you will always run the risk of mixed signals and poor communication.

Whether it’s communication or any number of related issues within your organization, it begins when you learn to connect with your people. it’s out of that connection and the relationships you build that communication works.

Stop with the mixed signals – keep your word, bring your people together, and connect on a personal level. It will make all the difference in the world to your leadership and to your people.

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What Do Your Motives Say About Your Leadership?

Posted July 27, 2017
by dougdickerson

“Men are more accountable for their motives than anything else. – Archibald Alexander

Bob Kuechenberg, the former Miami Dolphin great, once explained what motivated him to go to college.

“My father and uncle were human cannonballs in Carnivals,” he explained. “My father told me, “go to college or be a cannonball.” Then one day my uncle came out of the cannon, missed the net and hit the Ferris wheel. I decided to go to college.” To be sure, Bob Kuechenberg was motivated to go college and relinquish his future as a human cannonball.

In various ways, as children, we were motivated to get good grades in school or to do our chores. It often had monetary motivations attached to it. As adults, we have our motivations to perform well in our places of employment. We have the opportunity to move up based upon performance and other matrix and we are rewarded with the compensation that comes with it. Simply put, we all have our motivational tipping points.

You have heard the old expression, “check your ego at the door”. It’s sound advice for anyone in leadership. An unbridled ego can create a host of problems for a leader if left unchecked.

In as much as an unchecked ego can cause many problems, so too, can unchecked motives. A leader must be honest and come clean about overt or hidden motives that drive behaviors and actions. Before proceeding with your agenda, why not run them through a filter that will help you determine if your motives are pure. Here are six questions that will help you.

Would I support my plan or idea with the same level of intensity if the idea wasn’t coming from me?

This question is foundational and fundamental. An honest answer will shed light on the real motives you have. It’s not about who wins, it’s about the best idea winning. This is Leadership 101. Until you understand this, your hidden motives will always get the best of you.

Am I out to advance my own agenda and career or advance the good of the organization?

This is typically one of the driving forces behind hidden motives. When you seek the advancement of your own career and ambitions over the good of the organization then what is the real value of your service there? But when your commitment is to the good of the organization, good things will come your way. It all starts with your motives.

Am I territorial, making decisions that benefit me or my department over the good of the organization?

Leaders with wrong motives are all about making decisions that only benefit them or their department. Instead of looking at what is best for the whole team, they stake out their territory which leads to isolation and erodes trust. You will shine brightly as a leader when you are looking out for the best interest of everyone, not just a select few.

Am I guarded and reluctant to help others, or do I gladly share ideas and offer my assistance?

Your motives may be wrong if you are unwilling to help others for fear that they may outshine you, or get credit for something you shared with them. These motives are rooted in jealousy and insecurity and can openly expose your motives for not being a team player. A strong leader will gladly come alongside and help his or her teammates. It’s when you see yourself as colleagues not as competitors that you will have peak performance.

Am I manipulative, overbearing, and drive organizational politics in my favor, or am I a team player looking out for the best interest of everyone?

A leader with hidden motives can come across as overbearing or as a manipulator through office politics. They use this to further their agenda- be it career advancement or something else, they are master manipulators. A leader with nothing to hide is looking out for everyone and the good of the team. In the long run, people do not rally around a manipulator, but they will always respond to a leader who has their best interest at heart

Am I presenting myself one way in public, and another way in private?

Ultimately, this is where your hidden motives and agendas will catch up with you. It’s just a matter of time. Who you are will eventually come to light.

Here’s the rub – will all have our motives for doing what we do. Sometimes those motives are not very flattering while at other times they are good. The mark of your maturity as a leader and as a person is defined by constantly evaluating them, being honest with yourself, and only proceeding when you know they are in alignment with your core values.

What do your motives say about your leadership?

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What Millennials Are Teaching Me About Leadership

Posted July 20, 2017
by dougdickerson

“Good habits formed at youth make all the difference”. – Aristotle

He takes to the platform each week in skinny jeans, his shirt is untucked, and he has a shoe collection that would rival that of Imelda Marcos. But this is no ordinary person and it’s not a comedy club on a Friday night. It’s church on Sunday and he is my late 20’s something pastor. Band members are tatted up, some sporting man buns, but all with one thing in common-serving others the best they know how.

That in this stage in my life I would find myself in a church where the majority of the staff are millennials and I am old enough to be their parent, or in some cases their grandparent, is quite surprising even to me. But I am, and I am loving it.

I recently had lunch with my skinny jean-wearing pastor. We talked leadership over pizza and I must admit, I am more encouraged by what I see and hear from Millennials than I have ever been prior.

To be sure, millennials have had their fair share of criticisms leveled against them. Some of it justified, a lot of it not. But as is the case for all of us in leadership, millennials should be given a fair shake as they earn their leadership stripes.

I don’t presume to speak about all Millennials in all situations, but only to what I personally know, see, and experience on a regular basis. Here is what I am learning from those skinny jean wearing, man bun styling millennials. I think there’s something here for all of us-regardless of our age.

Millennials are teaching me about authenticity

These millennials are setting a great example about being authentic and transparent. It’s quite refreshing to be around people who understand their learning curves and talk openly about their mistakes and flaws, all while pursuing a higher level of excellence. Authentic leadership is hard to come by and way too many opt for wearing a mask. These millennials are teaching me that they care more about being real than they do about false perceptions.

Millennials are teaching me about the value of community

What I am learning from these millennials is that they are all about community and relationships. “Life wasn’t meant to be done alone” is the mantra often repeated. They have tapped into the power of community and discovering that life, just as in leadership, is better when you are part of a community of people who have each other’s backs and that through a community of strong relationships is how we grow. These millennials are teaching me that there is an up-and-coming generation that gets it and works hard to make it happen.

Millennials are teaching me about serving others

One of the bad wraps millennials get is that they are just a bunch of navel-gazing, narcissistic people who are the “entitled” generation. Look around and cherry-pick, and in some cases, you will find it. But the millennials I know take community and servant leadership to a new level. They are invested in their community and are making in-roads in the local schools. Community and civic pride is not the exception, but rather the rule. Millennials are teaching me they realize it’s not all about them, but that true leadership is about serving others.

Millennials are teaching me the importance of personal growth and development

As my skinny jean wearing pastor and I talked about leadership, we talked about personal growth and development. I was more than impressed by his vast knowledge and familiarity with leading authors, books, and podcasts. He is a student of leadership and works hard to apply it. So does his team. They are taking leadership seriously and are taking advantage of every opportunity to grow.

On the day of his Inaugural Address, a young 43-year-old President John F. Kennedy declared that “the torch has been passed to a new generation of Americans…” It was a time of great uncertainty and many questioned the ability of such a young president to lead our nation with the challenges it faced. But he did.

Millennial leaders are rising to the challenge. They are taking up the torch and mantle of leadership and from my experiences with them, we have reason to be optimistic. Their leadership will be tested. They will not always get it right, nor will we who are older. Our life in leadership is a journey- a marathon, not a dash. But it’s when we sit across from the table, eat pizza, talk, and share life experiences that we find that we really have more in common than we realized. But I draw the line at skinny jeans.

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Recharging Your Leadership

Posted July 13, 2017
by dougdickerson

“The woods are lovely, dark and deep. But I have miles to go before I sleep.” – Robert Frost

I had a great pleasure recently to spend a week up on the Blue Ridge Parkway in the mountains of North Carolina. As a coastal resident, it was a welcome reprieve. The mountains are my ‘happy place’ if you will.

Be it hiking trails to waterfalls, walking across the infamous swinging bridge at Grandfather Mountain, or hiking my way to the observation summit at Mt. Mitchell- the highest mountain peek east of the Mississippi, it was a great time. I live by the motto of John Muir, “The mountains are calling and I must go”.

At waterfall in the Blue Ridge Mountains. Provided by author.

The summer months tend to be markers. It’s the mid-point of the year, a time to look at where we’ve come and tweak goals and action plans for the remainder of the year. How is it looking for you?

But before we kick the can too far down the road, let’s take a moment to consider the benefits of summer. It’s an important time in the year for leaders and you don’t want to miss an opportunity to consider what I call the 4 R’s.

A time to rest

Many leaders I know struggle with the thought of rest. They are constantly on the go. Unfortunately, many leaders have subscribed to the notion that to rest is to violate their work ethic. Consequently, they never slow down, they are the first in, last out, and out-hustle everyone else. Noble characteristics for sure.

But even the best of leaders need to rest. A person can only burn the candle at both ends for so long and still maintain any degree of fresh thinking and energy. Do yourself, and everyone else a favor, and embrace the idea of rest. You will be a better leader for it.

A time to recharge

This is the value-added consequence of taking the time to rest. Your body, soul, and mind, can only run for so long and still be useful to you. Rest affords you the opportunity to recharge mentally, emotionally, relationally, and spiritually.

Recharging your leadership through the lost art of rest will do you a world of good. When you are recharged you give yourself a fresh perspective on the issues at hand and it will give you the energy needed going forward. Rested and recharged you will position yourself for a great second half of the year.

A time to reflect

During down time and rest is the perfect time to reflect. It’s a time to look back at the first half of the year to see where you’ve come- to put it all in perspective. It’s a time to look ahead, not in the heat of the moment when there is no time to properly absorb what is taking place – but to do so in a state of mind that gives you the context you need.

In your time of rest and mid-year reflecting it’s also important to be present in the moment. “We always project into the future or reflect in the past,” says Marina Abramovic, “but we are so little in the present.” How much do we miss as leaders – family, children, memories we can never have again – simply because we were too busy and missed living in the moment?

A time to reconnect

The benefits of rest can be substantial. Times of rest is important for us in ways already mentioned. But the good it can do for you as a leader will make you a better one.

A rested leader is a more effective leader. Your thinking is more clear, your instincts are sharper, and your temperament is more balanced. Yet, none of these benefits would be possible without making the conscientious decision to rest. Rid yourself of the stigma that to rest is wrong, and embrace this important area of your leadership.

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