Uncategorized – Page 52 – Doug Dickerson on Leadership

Control the Controllable

Posted January 20, 2013
by dougdickerson

Life is 10% what happens to you and 90% how you react to it – Charles R. Swindoll

A story is told of two men who lived in a small village who got into a terrible dispute that they could not resolve. So they went to the town sage. The first man went to the sage’s home and told his version of what happened. When he finished, the sage said, “You’re absolutely right.”

The next night, the second man called on the sage and told his side of the story. The sage responded, “You’re absolutely right.” Afterward, the sage’s wife scolded her husband. “Those men told you two different stories and you told them they were absolutely right. That’s impossible—they can’t both be absolutely right.” The sage turned to his wife and said, “You’re absolutely right.” The sage controlled how each man approached their dispute by the simple power of agreement. How nice it would be if things really were so simple.

The humor from that story is not lost on CEO’s who look at their prospects for 2013 and how the global economy will affect their bottom line. A recent study released by The Conference Board (http://ow.ly/gXDaN) highlights their thinking and how they plan to approach this New Year with a different strategy. The point being, external global economic factors may be out of their control but not everything internally.

In data collected between September and November 2012, over 700 senior executives were asked to identify and rank the most pressing challenges they face, and their strategies for addressing each one. Worldwide, human capital – how to best develop, engage, manage, and retain talent- was named the leading challenge. Operational excellence stood in second place, followed by innovation and customer relationships. This new shift among CEO’s worldwide quite possibly fits the running narrative for your company in 2013.

American theologian Reinhold Niebur penned the words to what is commonly known as the Prayer of Serenity. It reads, “God grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference.” Like many CEO’s worldwide who participated in the survey your plans may have shifted from the uncontrollable to the controllable. The uncontrollable can be difficult to accept, but as you focus on what you can your perspective begins to change. Here are a few tips to help you chart the course and three questions you must answer going forward.

Bloom where you are planted with an eye to the future. What is out of your control now can be a bright spot in your future. Prepare today in order to prosper tomorrow. As you ride out external cycles you can train your talent, develop their skills, and raise up your leaders. When you bloom where you are planted you are putting down roots that will position you for the long term. The future can be promising but only if you are prepared.

Perfect your craft. Well within your control is the quality of your product and how it is delivered. Take the time while you have it to improve quality, delivery, and shore up customer relationships. Now is not the time to stress over things out of your control. Take the initiative and evaluate your systems, streamline for efficiency, and build your brand. It is only as you prefect that which you can control you will be prepared for what is now out of your control.

Create a culture of innovation. The survey highlights how important innovation is to your success. Rebecca Ray, Senior Vice President, Human Capital with The Conference Board said, “As CEO Challenge 2013 shows, human capital is not only a critical function in itself, but is also intimately connected with innovation, operational excellence and other challenges.”

Encourage and promote a culture of innovation with your team. Welcome ideas, reward innovation, and reap the benefits. Remove any and all barriers that stifle create thinking and improvement. Being prepared for what’s next can’t be achieved with narrow minds and lack of vision.

As a leader, you have to answer these three questions: What is out of my control? And then release it. What do I control? And then embrace it. What is the plan? And do it.

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Leadesrhip Development: If Not Now; When?

Posted January 12, 2013
by dougdickerson

Leadership is unlocking people’s potential to become better – Bill Bradley

In a column for the Harvard Business Review Blog Network, (http://bit.ly/UDGyUE) Jack Zenger unveiled a startling and troubling fact; we wait too long to train leaders. Citing research from his consulting agency he revealed that in their database of some 17,000 worldwide leaders participating in their training programs, the average age for first time leadership training was 42. More than half were between 36 and 49. Less than 10% were under 30; less than 5% were under 27.

The results also pointed to another disturbing fact; the average age of supervisors in those firms was 33. The typical individual in those companies became a supervisor around age 30 and remained in the role for nine years. The result? Most of these individuals are not getting any leadership training at all as supervisors. They are operating the company untrained, on average, for over a decade.

That so many individuals are entering the workforce and advancing into positions of leadership with little or no leadership development is a frightening prospect. While a person may possess the management skills necessary to perform the duties of his or her work without proper personal leadership development it is not wise. The equivalent is teaching a person to swim by throwing them into the deep end of the swimming pool. While most survive; it’s ugly to watch.

While few in the corporate world would argue against the need for leadership development, its placement on the list of budgeting priorities suggests that it can wait. But can a company really afford to put forth supervisors and aspiring executives into positions of responsibility without the necessary leadership tools in hand? Personal leadership development is simply not something you should postpone. Here are three reasons why you should not delay.

Leadership development completes the learning process. It is good that executives and supervisors come to you trained to execute the mechanics of business but without the leadership skill sets in place it creates a negative drag. Leadership development is not about perfecting the craft of operating the business; it is about developing your people to be their best as leaders who operate the business. When you commit to the personal success of your people you make an investment in your business success.

Leadership development stabilizes the working environment. Strong leadership creates stability within your organization. A manager with strong leadership skills can resolve potentially negative situations much easier than one without them. In addition, they are the influencers who are passionate about taking everyone around them to a higher level. They give your company the competitive edge you desire. The long term benefits to your company filled with executives and managers with strong personal leadership skills are invaluable.

Leadership development positions you for the future. The future success of your business depends on many factors aligning correctly. Developing better employees begins by developing better leaders. Your long term success in business is contingent upon it. Employees who have developed as leaders are focused on personal growth, performance, effectiveness, solutions, and the future, etc. They are not mired down in the minutia of title, rank, and procedure. They desire to be productive and with the right leadership development they will.

Leadership development; if not now, when?

Visit Doug’s website at www.dougsmanagementmoment.blogspot.com

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*This column originally appeared in the International Business Times http://bit.ly/UbuhZk

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People Business 101

Posted January 5, 2013
by dougdickerson

The more I get to know people, the more I love my dog – Frederick the Great

Writing in The Book of Business Anecdotes, Peter Hay shares a story that back in the 1950’s, marketing whiz Stanley Arnold was working at Young & Rubicam, where he was asked to come up with a marketing campaign for Remington Rand. The company was among the most conservative in America. Its chairman at the time was a retired General Douglas MacArthur.

Intimidated at first by a company that was so much a part of America, Arnold also found in that phrase the first inspiration for a campaign. After thinking about it, he went to the New York offices of Merrill Lynch, Fenner and Beane, where he told the broker, “I want to purchase one share of every single stock listed on the New York Stock Exchange.”

After a vice president tried to talk him out of it, the order was finally placed. It came to more than $42,000 for one share of the 1098 companies listed at the time. Arnold now took his diversified portfolio into a meeting of Remington Rand’s board of directors, where he argued passionately for a sweepstakes campaign with the top prize called A Share in America.

The old gentlemen shifted around in their seats and discussed the idea for a while. “But Mr. Arnold,” said one, “we are not in the securities business.” Another said, “We are in the shaver business.”

“I agree that you are not in the securities business,” said Arnold, “but I think you also ought to realize that you are not in the shaver business either. You are in the people business.” The company bought the idea.

As a leader when you grasp and understand this simple but sometimes elusive reality of business it will be a difference maker for you. It’s easy to get so caught up in the day-to-day procedures and maintenance of business (the what) that we forget the why (vision and values) and fail to nurture the who of business – people. Here are three essential reminders to help you stay focused as you enter 2013.

People are the purpose of your business; serve them. At times this is a concept lost on many leaders. Crystalizing a key point on this topic is the former president of Starbucks International, Howard Behar. In his book, It’s Not About The Coffee, he writes, “At Starbucks we’re in the human service business, not the customer service business.” That’s the distinction. Behar adds, “I’ve always said, we’re not in the coffee business serving people, we’re in the people business serving coffee.”

When your focus is serving people and in every way treating them the way you would like to be treated you will be fulfilling the tenants of customer service. But it’s a point so simple we often overlook it. When your focus is on people and not your product the people will take care of your product.

People are the fuel of your business; invest in them. In his book, Up, Down, or Sideways, my friend Mark Sanborn explains, “Selling creates a transaction. Service–how we treat and care for that person-creates a customer. Without the customer, all is lost. Remember: no customers, no profit. Know customers, know profit. So making a connection with the customer becomes vital to the initial transaction and, more important, to the continued loyalty to your organization or brand.”

Smart leaders are all about building relationships. A person’s association to your product will take a backseat to their relationship with you as a person. When you nurture relationships above all else you are placing value where it belongs. Invest in people and they will invest in you.

People are the future of your business; be faithful to them. If not careful, leaders can have a narrow view of loyalty and only see it flowing one way – towards them. But may I remind you that loyalty is a two-way street and the best way to receive it is to give it. Be loyal to your people and they will be loyal to you. It’s that simple.

Og Mandino said, “Always render more and better service than is expected of you, no matter what your task may be.” Leaders who deliver their service with a servant’s heart will never go wrong. Faithfully deliver your best and the people you serve will reward you.

Are you a people person?

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3 Ways To See Life as a Leader

Posted December 28, 2012
by dougdickerson

Only a life lived for others is a life worthwhile – Albert Einstein

In a column for Success magazine (http://bit.ly/ZeyOzV) , John Maxwell shares a story about a picture of his son taken with Mother Teresa. Maxwell had sent him to India for a month so he could see the world as it was, not how he thought it was. His son worked in food lines in Kolkata for several weeks and then traveled the country by train in coach class. At the conclusion of the trip he had a brief audience with Mother Teresa.

Maxwell says the photo serves as a reminder to see the world from multiple perspectives, make decisions with empathy, appreciate what you have and work to better the lives of people who don’t have as much. As a leader you have a worldview that merits consideration. It reflects the beliefs you have and influences the decisions you make. In the run up to 2013 here are three ways to look at life and leading through the lens of leadership.

1. See the big picture. Leaders see and promote the big picture. “The task of the leader is to get his people from where they are to where they have not been,” said Henry Kissinger. Getting your people to a place where they have never been begins by painting the picture and then by charting the course. If you want to impart confidence with your team then you should regularly put forth the vision of where you are going and why others want to follow.

2. Lead with a generous heart. The competency and reach of your leadership is not merely defined by your bottom line but by a generous heart. Generosity of heart is a leadership quality that demonstrates that you are not just concerned about what is good for you but how you can make life better for others. When you look at leadership through the lens of the heart you will see things your mind never envisioned and your team will perform at levels they never imagined. When you discover the joy of serving others you have found the secret to your success as a leader.

3. Serve great causes. Leading with a generous heart makes an impact internally within your organization. By this example you are sowing the seeds of what you can do externally. Business Insider http://read.bi/O2g1jR reported on the top 15 charitable companies as reported by The Chronicle of Philanthropy. Topping the list for the past year were Pfizer, Oracle, Merck, Google, and Wal-Mart. Each of these companies ‘charitable contributions topped a billion dollars.

Your company may not be in a position to give a billion dollars but creating a culture of serving within your organization begins with a leader with a servant’s heart. Make it your practice as a leader never to miss an opportunity to help someone in their moment of struggle and lift others to a higher level.

As you reflect on the year that was take time to consider how you can make 2013 even better. It starts with what you see, what you feel, and how you respond.

Happy New Year!

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Three Leadership Lessons from Rudolph the Red-Nosed Reindeer

Posted December 22, 2012
by dougdickerson

Then all the reindeer loved him as they shouted out with glee, Rudolph the Red-nosed reindeer, you’ll go down in history!– Robert L. May

For many years, the story goes; Montgomery Ward department store in Chicago purchased and gave away coloring books as a promotional during the Christmas season. In 1939, company executives wanted to do something that would both reduce costs and be new and different.

To help with the new project they turned to Robert L. May, a 34-year old Montgomery Ward copywriter who was known to dabble in children’s limericks and stories. His creation was a short story written in rhyming verse and differed from the version known today. The original Rudolph lived in the woods with his loving parents far from the North Pole.

May’s story became an immediate success. Montgomery Ward gave away 2.4 million copies of the story in 1939 and by 1946, despite wartime paper shortages; over 6 million copies had been distributed. Faced with large medical bills because of his wife’s battle with cancer, May asked Montgomery Ward officials if he could have the copyright to Rudolph turned over to him. The company agreed and that same year the story was published commercially.

May also asked his brother-in-law, songwriter Johnny Marks, to adapt his basic story idea to music. When Marks was done, one singer after another, including Bing Crosby, declined to record the song. Finally, in 1949, Gene Autry accepted and, Rudolph the Red-Nosed Reindeer shot to the top of the charts. Autry’s version is now the second best selling Christmas song of all time, surpassed only by Crosby’s White Christmas.

From the song Rudolph the Red-Nosed Reindeer, come leadership lessons that are still applicable today. Here are three leadership lessons that will serve you well regardless of the season.

We all have natural gifts and abilities; embrace them. Rudolph was the object of scorn by the other reindeer who mistakenly thought that because he was different from the others he didn’t have anything to contribute.

We all come in different shapes, sizes, and with unique gifts. It is not in the similarities that we stand out, but in our differences. The gifts and talents you bring to the table of your business or organization may not look like anything else in your company, but that is your gift. As you embrace and celebrate those gifts, others will also come to appreciate what you have to offer.

We all face opposition; ignore it. Because his appearance was different from others around him, Rudolph faced opposition. There will always be an element of people who will oppose you not based on your appearance as in the story, but because you have a different perspective, you have a different attitude, and you bring an optimistic mindset to the challenges your company faces.

When you embrace that which causes you to stand out you are on your way to the top. Others can ridicule you or join you but the choice is theirs. Regardless of the opposition you face, never surrender your uniqueness to any opposition.

Your moment to shine will eventually come; welcome it. It is your daily faithfulness in the little things that you prove yourself. Even though Rudolph faced opposition from the others, he didn’t allow their negativity to defeat him. In the moment of crisis when Santa needed a go-to Reindeer, Rudolph was ready. Armed with his natural giftedness and positive attitude, he navigated the team of fellow reindeer to a successful completion of the Christmas mission.

Your moment of destiny will come one day and it may not happen the way you expected. Open your eyes to all the possibilities that your leadership can provide. As you remain faithful your big moment will come.

This Christmas season, celebrate your gift as a leader, rise above your opposition, and stand ready to embrace your destiny. As you do, you will have a greater understanding of just how special the season can be.

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Four Ways to Grow Inside Your Box

Posted December 15, 2012
by dougdickerson

Strength and growth come only through continuous effort and struggle – Napoleon Hill

If you are like me you have heard this statement a thousand times over. And like me, you may have had your struggle with it. The statement has always been presented with good motives usually coupled with a strong dose of motivation. The message is a tried and true standby cliché that managers and leaders readily deploy to fire up the troops. You might even be one of the well-meaning persons who have used it. The statement is simply this, “think outside the box.”

The idea has always made sense to me from a theoretical standpoint. After all, what’s wrong with thinking differently and approaching a problem in a new way? What could possibly be wrong with a fresh approach especially if you happen to be stagnant in your thinking? Change is good. My concern centered around the disconnect that exists at times between good theory and good practice. I didn’t need the theory so much as I needed the “how-to”.

Fortunately, my “thinking outside the box” frustrations ended with a simple but profound discovery. In the book, You, Inc., Harry Beckwith and Christine Clifford Beckwith share a chapter entitled “Thinking Outside Your Box.” I found it to be quite liberating.

The thesis of the chapter is that indeed you do not need to think outside your box. They write, “Your box- your way of thinking, working and living- has worked for you. It’s the box in which you were born, a product of your DNA with which you were coded. You can change your box about as easily as you can alter the shape of your head.” Their solution? “To become more creative—always a good idea- don’t try to think outside your box. Instead, grow it. Bring new things in.”

While well-intentioned people may suggest thinking outside the box as a technique to improve performance and production, I think the Beckwith’s approach might actually be more beneficial. Until you are willing to grow as a leader and thus “grow your box”, no amount of thinking outside of it will help. In order to think inside your box you need to grow it. If you grow your box you will be more productive as a leader. So how do you do it? Here are four tips to get you started.

Grow your reading list. Charlie “Tremendous” Jones said, “You are the same today as you will be five years from now except for two things: the people you meet and the books you read.” That is powerful and practical advice. It’s as you commit to a personal and systematic reading plan that you will begin to grow as a leader. There are no shortcuts. Simply put; leaders are readers. If you want to learn how to think inside your box it’s simple -read!

Grow your interests. The older I get the more I get this truth; life’s short. Often our box is too small simply because we’ve lost our sense of adventure. Have you grown too comfortable in your box? The Beckwith’s suggest that if you read Vanity Fair, read In-Fisherman. If you read People, scan The New Yorker. If you attend the theater, catch a NASCAR race. It’s when you welcome new things into your box that it begins to grow and it releases new passion to think creatively. In other words, tinker with your box!

Grow your relationships. It’s when you grow your friendships that your box begins to grow. The perspective that you may lack can often be found with a friend. Friendships expand your box and broaden your perspective so bring in more people. Build it on purpose and with diversity. You do not need more people in your box who look like you and think like you. It’s when you grow your friendships that the words of Solomon ring true, “As iron sharpens iron, so a friend sharpens a friend.”

Grow your giving list. At first glance it might sound like a contradiction in terms. But I believe the secret to growing inside your box is when you discover the joy of helping others grow theirs. Growing inside your box begins when you get the focus off yourself and discover the joy of giving. When a leader is generous with his time, talents, and resources, he will soon discover what true leadership is all about.

It’s time to grow your box!

Doug’s new book, Great Leaders Wanted! is now available. Visit www.dougsmanagementmoment.blogspot.com to order your copy today.

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End of Year Morale – Don’t Scrooge it Up!

Posted December 8, 2012
by dougdickerson

scrooge

The best morale exists when you never hear the word mentioned. When you hear a lot of talk about it, it’s usually lousy. – Dwight D. Eisenhower

Two recent studies have put the spotlight back on employee-employer relations and more specifically the issue of performance and morale. The two separate reports combine to give us a snapshot of some very revealing issues all leaders need to be mindful in the run up to 2013.

First is the release of the 10^th Anniversary edition of MetLife’s annual study of Employee Benefits Trends http://bit.ly/TUjIZw. A key finding this year is that 60 percent of surveyed employers recognize the precarious economic climate, rather than reducing business focus on employee benefits, actually creates opportunity for benefits to drive human capital. In addition, the Study found employees are less committed to employers, but at the same time, highly dependent on their workplace benefits.

The second was a survey released by Manpower Group’s own Right Management http://bit.ly/11N8jix, which revealed that an unprecedented 86 percent of U.S. employees say they intend to look for a new job in 2013. Only 5 percent say they intend to stay in the current position. Driving this sentiment is booming stress, flight cognition, and the continuous job hunt. This could also be attributed in part to another survey they conducted which revealed that only 12 percent of companies have a fully implemented talent management strategy in place.

Awareness of these new studies should cause you to take pause and reflect on how you are closing this year and what changes you might want to consider in the next. Because you care about your people, here are three simple considerations to help you build morale in your organization. It is not a complete list but it is a start.

Listen to your people. A troubling trend is that most employers are not even aware they have morale problems. This disconnect is disturbing and if not dealt with it can far- reaching consequences. If the disconnect lingers within your organization it will lead to two drastically different interpretations of your corporate identity and direction. Neither outcome will have a happy ending.

As a leader, when you are proactive in listening to your frontline people who are the face of your brand then morale issues can be dealt with swiftly. Smart leaders have their finger on the pulse of the organization and can make better decisions. This happens when you get out from behind your desk and listen to your people.

Encourage your people. The studies reveal that businesses that took their eye off the ball as it relates to human capital issues had employee satisfaction and loyalty problems. When your people know that you believe in them and know they are empowered to do their job, the level of success they can achieve is limitless. And this is where the heart of the leader becomes the tipping point that moves your organization to a more relational and engaged one.

Encouragement is the fuel that energies your business. It is an awareness of the sacrifices your employees make because they have bought-in to the vision and purpose of your company. Encouragement is the expression of your human capital IQ; it is the sharing of common values with like- minded people who also took a risk by following you. Encourage your team!

Respect your people. Herbert Casson said, “In handling men, there are three feelings a man must not possess –fear, dislike, and contempt. If he is afraid of men he cannot handle them. Neither can he influence them in his favor if he dislikes or scorns them. He must neither cringe nor sneer. He must have both self-respect and respect for others.” When team members feel valued, respected, and included it goes a long way in creating a positive work environment.

Many variables come into play as it relates to morale within your organization. When you listen to and encourage your people you will inevitably develop strong morale. Building morale begins with respect for the gifts, talents, and contributions of all the members of your team. Your commitment should be to make it a priority.

How is your morale?

Doug’s new book, Great Leaders Wanted!, will make a great present this holiday season. Visit www.dougsmanagementmoment.blogspot.com to order your copy today!

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Leadership Lessons From My Acting Debut

Posted December 1, 2012
by dougdickerson

harry

Every person you meet is better at something than you are – Robert A. Cook

Last year on a whim I had the opportunity to be an “extra” on the Lifetime TV series Army Wives which is filmed where I live in Charleston, SC. I was excited about this opportunity to make an appearance on a hit TV show and showcase my “acting” skills.

When asked by my wife about being on the show and what my expectations were I jokingly told her that with any luck I would land a romantic scene with one of the show’s big stars – Kim Delaney. My wife rolled her eyes, smiled, and wished me luck. With several sets of clothes in hand, I was on my way to my television acting debut.

After checking in with the appropriate personnel the other ‘extras’ and I waited for our assignment. We were loaded into vans and sent to a local neighborhood for a quick shoot of which I had no part. Upon our return to the main studio everyone was thanked for their time and sent home except for me and another lady. We were told to wait.

A few hours later one of the staff suggested we go out back to the trailer for lunch. Most of the staff and crew had already eaten and the buffet line was slim. We prepared our plates and found an empty table and sat down to eat. A few unassuming minutes pass until Harry Hamlin walks in. Harry was being prominently featured in several of the shows at the time and like the rest of us he needed to eat.

Harry approached me and said, “Hi, I’m Harry, mind if I join you?” Without objection he sits down next to me and we begin a friendly conversation. He is down to earth, personable and was a pleasure to visit with. After about an hour it was time to get back to work.

Back at the studio I was escorted to a set in the rear of the building and was told they needed me to be in a scene with – you guessed it- Kim Delaney! My heart skipped a beat and I resisted the urge to text my wife and gloat. And then it happened; Delaney walks up to me and smiles, extends her hand and says, “Hi, I’m Kim.” I am sure I managed to mumble something stupid.

My role was that of an employee in a law firm and I am instructed to walk down the short hallway and casually glance at Kim as we pass. She is coming off of an elevator and I am getting on it. We shoot the scene for more than an hour. I am thrilled.

The scene plays out when Kim walks into the law office and is going to work with who People magazine in 1987 named as one of the sexiest men alive – Harry Hamlin. My hopes were dashed as eventually, Harry, not me, is the one who gets the kiss.

From my acting debut on Army Wives I am reminded of three leadership principles.

From Harry Hamlin I was reminded of the value of being real. In the conversation we had over lunch he asked more questions about me and the charming city I live in than I got to ask him about his career. He was real and it was refreshing. Good leaders have a way of making you feel like the most important person in the room.
From Kim Delaney I was reminded that disappointments happen. The romantic scene was not in the script. As leaders we have many unscripted moments that define us. Not everything in life can be predicted and not everything will go our way. Strong leaders learn how to bounce back and move on.
From my acting debut I learned humility. My moment in the spotlight was short lived. Most of what was later seen of me on TV was the back of my head as I walked down the hall. Talk about your “big star” moment! But that is the point of good leadership. Not everyone can be the star and you are never as good as you think you are. Humility is an endearing quality of leadership. It is one of the greatest strengths you can have as a leader. And thanks to one of People’s sexiest men alive I was served a big slice of humble pie!

Doug’s new book, Great Leaders Wanted, is now available. Visit www.dougsmanagementmoment.blogspot.com to order your copy today.

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Four Things You Will Never Learn in Your Comfort Zone

Posted November 25, 2012
by dougdickerson

Go confidently in the direction of your dreams. Live the life you have imagined. – Henry David Thoreau

The year was 1947 and to date no one had broken the sound barrier. Most believed that it could not be done. Some argued that the sound barrier was a literal wall that once hit at 760 mph would destroy a plane. But despite the skeptics and critics there remained a committed group of people devoted to the cause of breaking the barrier.

A young pilot by the name of Chuck Yeager was invited to be the one to break the sound barrier. Colonel Body, his superior, said, “Nobody knows for sure what happens until somebody gets there. Chuck, you’ll be flying into the unknown.” On October 14, 1947, Yeager broke the sound barrier. He later wrote, “I was thunderstruck. After all the anxiety, breaking the sound barrier turned out to be a perfectly paved speedway. After all the anticipation it was really a letdown. The ‘unknown’ was a poke through Jell-O.”

Comfort zones have a tendency to lull us into thinking that out fears are justified and average is acceptable. “Courage is not simply one of the virtues, but the form of every virtue at the testing point,” said C.S. Lewis. Comfort zones are the testing points of leadership. As a leader, here are four things you will never learn if you remain in your comfort zone.

The depth of your talent. You will never fully discover the depth of your talent if you are not willing to grow to a place where more is required. If your talent brought you to the place where you are today then contentment will keep you there. Is that acceptable to you? The better practice of leadership is to discover the depth of your talent by embracing the advice of Brian Tracy who said, “You can only grow if you are willing to feel awkward and uncomfortable with trying something new.”

The reach of your potential. The greatest obstacle to breaking the sound barrier was not engineering but attitude. It was the perceptions of comfortable people. You will never fully reach your potential so long as small thinking makes you comfortable. The better practice of leadership is to be surrounded with people who believe that breaking barriers and overcoming the odds is all in a day’s work.

The reward of your risk. History records the names of risk-takers (Chuck Yeager, Thomas Edison, Steve Jobs, Henry Ford, Bill Gates, etc.) who, in the face of overwhelming odds made a determination that the restrictions of the comfort zone was just not for them. Risk-takers are a peculiar people who had rather fail at something big than succeed at something small. The better practice of leadership is to count the cost of exceptional leadership and dare to change the world.

The power of your dreams. Comfort zones tend to put a lid on dreams. Why dream if you are not willing to take risks and explore the depths of your talent and abilities to achieve it? However, when you unleash your dreams you open yourself to new possibilities reserved for those who have escaped the predictable and the expectations of the ordinary. The better practice of leadership is courage. When others discourage you or talk about invisible walls that do not exist, you can go confidently in the direction of your dreams and live the life you have imagined.

The challenge for you is to get uncomfortable with the comfortable and comfortable with the uncomfortable. Your growth as a leader depends on it.

Doug’s new book, Great Leaders Wanted, is now available. Visit www.dougsmanagementmoment.blogspot.com to order your copy today!

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Why Giving Thanks Matters

Posted November 17, 2012
by dougdickerson

Thanksgiving is when one species ceases to gobble and another begins. – R.E. Marion

A story is told of two men who were walking through a field one day when they spotted an enraged bull. Instantly they darted toward the nearest fence. The storming bull followed in hot pursuit, and it was soon apparent that they would not make it.

Terrified, the one shouted to the other, “Put up a prayer, John. We are in for it!” John answered, “I can’t. I’ve never made a public prayer in my life.” “But you must,” implored his companion. “The bull is catching up to us.” “All right,” panted John, “I’ll say the only prayer I know, the one my father used to repeat at the table: O Lord, for what we are about to receive, make us truly thankful.”

Thanksgiving, to borrow a football analogy, is like the two-minute warning at the end of an NFL game. At the two-minute warning comes a chance to catch your breath and finish strong. Thanksgiving is the two-minute warning signaling the close of a long year whereby you can rest, be with family and friends, and reflect on all your blessings.

What kind of a year has it been for you? What does the scoreboard say? Are you thankful for your blessings as well as the challenges you have faced this year? Robert Louis Stevenson said, “Keep your eyes open to your mercies. The man who forgets to be thankful has fallen asleep in life.”

The two men walking through the field met an unwelcomed challenge that quickly changed the course of their personal well-being. That’s how life unfolds—fast, unexpected at times, but never boring. For those in leadership, possessing a thankful heart is how you finish strong. But why does being thankful matter? Here are three reasons why.
Giving thanks connects you to the source of your blessing. The further removed you are from the source of your blessings the easier it is to take your blessings for granted. In a recent blog post, Michael Hyatt shared how at the encouragement of a friend, he started carrying a gratitude rock in his pocket. Hyatt writes, “The idea is simple. Whenever my hand contacts the stone–usually several times a day–I give thanks for whatever is happening at that moment, whether good or bad.”

Giving thanks connects you and reminds you that regardless of what you are going through, there is always something for which to be thankful. What is the source of your blessings? Be it your faith, family, or other significant person, show your appreciation.

Giving thanks empowers you to serve. What is the greater purpose of your leadership? When you understand that it is not about you then you are prepared to serve causes greater than yourself. Likewise, you will be hard pressed to find a whiner or complainer who puts the cares and concerns of others above his own.

The late Fred Rogers said, “The real issue is not how many blessings we have, but what we do with our blessings. Some people have many blessings and hoard them. Some have few and give everything away.” I am convinced that the more you have to be thankful for the more generous you will be. Servant leadership begins with a thankful heart.

Giving thanks completes you as a leader. Many terms are used to identify a leader: visionary, passionate, honest, trustworthy, delegator, and decision maker, to name a few. As noble and necessary as those qualities are it is thankfulness that completes and compliments your leadership.

How do you express gratitude to those around you? John Maxwell said, “The people who follow you also desire a personal touch. They want to know that others care about them.” The circle of caring is completed as you nurture a thankful attitude and demonstrate it to others.

Giving thanks matters and is a key ingredient in your growth as a leader. A thankful heart will connect you with the source of your blessings, empower you to serve others, and will complete you as a leader. Don’t allow the negatives you are faced with to drain you of your of your energy or cause you to take your eye off the ball. Give thanks, give it often, and finish strong.

Doug’s new book, Great Leaders Wanted, is now available. Please visit www.dougsmanagementmoment.blogspot.com to order your copy today.

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