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Three Truths About Encouragement in Leadership

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How do you know someone needs encouragement? They are breathing. – S. Truett Cathy

A young boy, on an errand for his mother, had just bought a dozen eggs. Walking out of the store, he tripped and dropped the sack. All the eggs broke, and the sidewalk was a mess. The boy tried not to cry.

A few people gathered to see if he was okay and to tell him how sorry they were. In the midst of the words of pity, one man handed the boy a quarter. 

Then he turned to the group and said, “I care twenty-five cents worth. How much do the rest of you care?”. 

In many ways, encouragement is the lifeblood of leadership. So long as you are around a person who’s breathing they need encouragement.

While it may not be hard to imagine what your organizational culture would be like without encouragement taking place, imagine what the possibilities would be like if it were? The challenge in leadership as it relates to encouragement is to be as generous as possible.

Encouragement is the lifeblood of any organization. Here are a few reasons why you need to pass it along.

Encouragement can be a game-changer

A word of encouragement given at the right time can make the difference between success and failure for the person receiving it. And in some cases, it’s not so much the uplifting word spoken that made the difference, but the timing of it that turned things around.A word of encouragement given at the right time can make the difference between success and failure for the person receiving it. Click To Tweet

It’s been said that everyone is facing struggles we know nothing about. You never know how your word of encouragement can give a person that extra dose of confidence to continue on and not give up. Never underestimate the power of a kind word.

Encouragement is a unifier

Just as gossip and office politics tends to divide, encouragement sets the bar at a higher level. Encouragement tends to bring people together in a way that destructive words never will. Your organization will grow stronger and healthier when words of encouragement are at the center of your conversations.

If you are looking for ways to bring your people together, look first at the way in which you communicate with your people. Click To TweetBringing your people together begins with words of encouragement. So long as your people know you have their backs it makes every other conversation better.

Encouragement builds relationships

One of the benefits of encouragement is that it builds bonds between you and your people. It’s easy to come together over words of encouragement, but the relationships that emerge from it are where you can really make improvements. This is where you can take your people to a higher level and out of their comfort zones.

Developing relationships takes time and commitment. It begins with the power of your words. Encouragement for the sake of encouragement is always good. But at some point, you want to take your people to a higher level. Encouragement sets the table to do so.

Final Thoughts

If there’s ever been a time for encouragement in the workplace it’s now. Many of your colleagues and friends are hungry for an encouraging word of support. Be the voice of hope. Be the voice of understanding. Be the voice of encouragement that others need. 

Who have you encouraged today?

 

©2020 Doug Dickerson

Cultivating Culture

 

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Every time you reinforce the culture, you reinforce the fabric of the company. – Arthur M. Blank

How’s the culture in your organization? The question is not meant to be a subjective one based upon your preconceived ideas of what you think it ought to be or how you see it. That focus is too narrow. The answer is and must be more inclusive and broad.

Your role as a manager and leader within your organization is critical to the culture in it. A study by  Gallup reports that  70% of the variance in team management can be traced back to their managers behavior. In addition, only four in ten U.S. employees strongly agree that they get to do what they do best at work. Over half are actively looking for a new job or are open to one- and when they do land a new role, 91% of the time it’s with a new company. So, again, how is the culture in your organization?

How we as leaders cultivate culture within our organizations is an ever-present challenge and opportunity. A hands-off approach to building culture will not work no more than an overbearing presence can boost morale. Is there a better way? 

I was intrigued as I read a review in Inc., of the forthcoming book Good Company by Home Depot co-founder Arthur M.  Blank. I won’t give away all the details of the review, but I will share what he identifies as the most important question you can ask your employees: Is this organization worth your life? If the answer is yes, Blank explains, “it’s an indication that the company’s culture is thriving, and that it’s employees feel confident in making the best decisions for both the customers and the company.” 

How can you reinforce the culture in your organization? What are some practical , even small things, that can make a difference? Here are a few ideas for starters.

Focus on ‘we’, not ‘me’

It takes a group of dedicated individuals who are willing to set aside personal agendas to advance the team. As Babe Ruth said, “ The way a team plays as a whole determines its success. You can have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.” Hire the best talent you can find, but instill the concept of teamwork from the beginning. Click To Tweet

Play to strengths

It’s already been alluded to, but your people will thrive best when they do what they love. There’s a fine line between cross training and cross contamination. Your people will thrive when they are free to do what they do best. When this happens you won’t have to manufacture a healthy culture and morale, it will take care of itself.

Prioritize relationships

Healthy relationships are the backbone of your employee relations. Your employees are the face of your organization and create the bond with your customers. If relationships are weak then the links to the most important people you serve will be strained. Every part of your cultural and customer experience will rise and fall on relationships.

Clarify values

Your values must be clear to your people. They can’t have buy-in to your organization without it. Roy Disney put it this way, “When your values are clear to you, making decisions becomes much easier”. Your people must know the ‘why’ of their work and why it matters to the marketplace. If your people are confused then so are the people you are trying to serve. Click To Tweet

Have each other’s backs

Loyalty within your organization goes a long way in building culture. When you have the backs of your people and stand by them, they will not soon forget. It’s an essential part of your leadership that will see you through the good times and bad. No organization is immune from adversity, but every organization can endure it when the people in it have each other’s backs and stand united.

Final Thoughts

Cultivating culture in your organization is a process. It takes time and commitment from all those in it. Acting in good faith and with open communication are essential to your success. What the culture in your organization looks like all depends on the level of commitment of the people in it. It all starts with you.

 

©2020 Doug Dickerson

 

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Recovering Humility in Leadership

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Do you wish to rise? Begin by descending. Do you plan a tower that will pierce the clouds? Lay first the foundation of humility. – Saint Augustine

Shortly after he took over as the president of Tuskegee Institute in Alabama, Booker T. Washington was walking in an exclusive section of town when he was stopped by a wealthy white woman. Not knowing the famous Mr. Washington by sight, she asked if he would like to earn a few dollars by chopping wood for her.

Because he had no pressing business at the moment, Mr. Washington smiled, rolled up his sleeves, and proceeded to do the humble chore she had requested. When he was finished, he carried the logs into the house and stacked them by the fireplace. A little girl recognized him and later revealed his identity to the lady.

The next morning the embarrassed woman went to see Mr. Washington in his office at the Institute and apologized profusely. “It’s perfectly alright madam,” he replied. “Occasionally I enjoy a little manual labor. Besides, it’s always a delight to do something for a friend.” She shook his hand and warmly reassured him that his meek and gracious attitude had endeared him and his work to her heart.

Not long afterward, she showed her admiration by persuading some wealthy acquaintances to join her in donating thousands of dollars to the Tuskegee Institute. 

Have you ever had the privilege of running across a leader like this? Refreshing, isn’t it? Unfortunately, we live in a culture that’s turned toxic on many levels and the most basic virtues of leadership are diminished before our eyes on a daily basis. I submit, we can and should be better.

John Maxwell was right when he said, “If leaders can move past arrogance and work toward humility, they can become the very best.” And this is one of the greatest challenges I see in leadership today.  When you see leadership as a right and not as a privilege, and when servant leadership is beneath you, then your pride will always hold you back.

In this environment in which we live, is it possible to recover one of the essential ingredients to good leadership that’s found in humility? I believe so. Here are a few ways to do it.

We must model servant leadership

The most important lesson you will learn as a leader is that it’s not about you. Your capacity to lead is proportional to your capacity to serve your people. Click To TweetThis is what allows you to be comfortable in your own skin and lead with humility. Your greatest satisfaction as a leader is found in what you can do for others, not in what they do for you.

We must remember our beginnings

I see this often with leaders. In  the beginning of their careers they are finding their way and working their way up. But at some point, they forget the past, they forget the struggle, they forget the sacrifices made that got them where they are. Now they enter into a sense of entitlement having “paid their dues” so they believe that they can behave any way they want. In order to recover the virtue of humility will require a sense of remembering and gratitude in recognition of where you are today. No matter how far you’ve come, be grateful and thankful and remember it hasn’t given you the right to act like a jerk. Click To Tweet

We must remain teachable

If you are going to last as a leader you must remain teachable. The pace of information and technology in today’s global economy requires it of you. To be sure, there are bedrock principles of leadership that are timeless. But your ability to remain relevant is only guaranteed as you commit to being teachable and not falling back on what you learned in years past. Leading with humility begins the day you realize how little you know and as you commit to improving yourself daily.

Final Thoughts

As a leadership trait, humility is not to be mistaken for a sign of weakness. Rick Warren put it this way, “Humility is not thinking less of yourself; it is thinking of yourself less.” And herein lies the leadership secret of humility. It’s being secure in your power to not abuse it, secure enough in your position without flaunting it, and secure enough in your title that nothing is beneath you. 

We’ve seen the abuses of power and the destruction it leaves. Perhaps now it’s time to see a return to humility in leadership.

 

©2020 Doug Dickerson

Leadership In The Era of The Partisan Divide

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Politics is the art of looking for trouble, finding it everywhere, diagnosing it incorrectly, and applying the wrong remedies. – Groucho Marx

An elderly gentleman was sitting on a park bench, basking in the sun when another elderly man sat down next to him. They looked at each other for a moment but did not speak. Both men sat there, staring straight ahead.

After a while, one of them heaved a big, heartfelt sigh.

The other jumped up immediately and said, “If you’re going to talk politics, I’m leaving.”

Leadership in the best of times can be difficult. John Maxwell eloquently put it  this way, “Sometimes, leadershi[p  sucks.” Can you relate?

Being a leader during an election cycle such as we are in now has the potential to create a toxic environment in your workplace. Chances are, you have already experienced it on some level. And while people can be very passionate about their views, how you tread these waters as a leader can be tricky. Side with group A and you alienate those in group B. Side with group B and you alienate those in group A – and back and forth it goes. 

Here’s the reality – everyone has a set of political beliefs that they subscribe to and regardless of those beliefs, everyone’s views ought to be respected. No one’s morals should be called into question regardless of who they support or oppose and no one should be punished because of it.

As a leader, how you position yourself among your people during this time is important. Some leaders within their organizations opt to stay out of it. Others jump right in. But in the context of the effects on your culture and relationships, what’s a good approach? Here are a few tips.

Foster a culture of acceptance

How you model acceptance is important. Our diversity is our greatest asset. We are better for it. There ought to be room for differing views without fear of repercussion. Click To Tweet As for your workplace culture, acceptance fosters relationships that lift and unites, never tearing down. It’s not unreasonable to expect that people with differing political views can work together for the good of the organization. 

Promote meaningful dialogue

So long as we are shouting over one another, the partisan divide will always exist. Meaningful dialogue with an emphasis on asking questions and listening will go a long way in building bridges rather than tearing them down. Your workplace culture ought not to be a place where your people dread going during this election season. It ought to be a place for meaningful conversations. Click To Tweet

Always protect your culture

While it may be wishful thinking that all conversations are meaningful between your people and everyone is accepting of the views of their colleagues – all it takes is one, two, or more to upend your culture and wreak havoc in your workplace. These people can be toxic to your culture and the consequences can be detrimental. Above all else, you must protect your culture.  

Final Thoughts

While it’s important that we accept the views of others and that we aim for meaningful conversations, we must also bear in mind that not everyone cares to participate in these exchanges in your workplace. Believe it or not, there are those who are just as passionate about their politics as you, just not as vocal. They just choose not to constantly talk about it or post their opinions all over social media. That has to be respected as well.

Leading in the era of the partisan divides doesn’t have to be destructive, but it will take strong leadership to pull it off.

 

©2020 Doug Dickerson

 

 

 

Talking Up Feedback

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

A story is told of a man who dialed a wrong number by mistake and got the following recording, “I am not available right now, but I thank you for caring enough to call. I am making some changes in my life. Please leave a message after the beep. If I do not return your call, you are one of the changes.” Talk about your not so subtle message.

Employee engagement and the manner in which you communicate as a leader is essential to the success of your organization. It matters now more than ever especially during this time of remote work that so many are still participating in. 

One of the barriers to good communication and employee retention is found in the ability of your people to not only receive good feedback but also in their ability to give it. Click To TweetThis was pointed out recently in a TinyPulse article regarding employee retention.

In the article, it was brought out that employees that don’t feel comfortable in giving upward feedback are 16% less likely to stay at their companies. It went on to say that while 60% of employees have a way to provide feedback about their employee experience, only 30% said that their feedback is acted upon. And this is where change can and should occur. 

As a leader, you know how important your workplace culture is to your overall success. You also know that the way in which you provide feedback to your people is equally important. But feedback is only as effective as each person’s ability to receive it and give it. 

What is the ultimate benefit to the health of your organization if the only feedback given is top-down? What purpose does this serve and in what realistic way do you think you benefit as a leader if your people do not have a regular means of talking to you?

Here are four simple tips to consider for the benefit of everyone as you think about employee engagement and employee retention.

Be intentional

You must make it known that you are always available to talk with anyone who wants that opportunity. But you need to do more than just provide lip service. Give specific times and days when you make yourself available for conversations and not just ask for feedback in writing. Many things get lost in translation. Have an open-door policy and make it known.

Be receptive

If you really want the feedback to mean something, be receptive to what you hear. Listen with an open mind and try not to be defensive. Listen to what your people have to say with the understanding that this is likely not easy for them. But when the conversation is over your people need to leave with the confidence that they were heard and respected.

Be responsive

The worst thing that can happen is for one of your people to come and give feedback and feel that they have been dismissed or not taken seriously. Be responsive to their feedback and listen with an open mind. Typically, those closest to the problem or concern have the greatest sense of clarity regarding the issue. Click To Tweet Listen respectfully and respond accordingly. 

Be appreciative

As mentioned already, giving upward feedback may not be the most comfortable thing your people do so don’t make it any harder for them. Be appreciative of the fact that your people are invested enough to come to you. It means that they care. 

Final Thoughts

Just as loyalty is a two-way street, so too is feedback. And while not every idea or concern is something that you can address or satisfy to their liking, you can set a positive tone in your organization by being a leader who listens. 

Employee engagement and retention is up to you. If your people do not believe that they are being taken seriously or are valued then they will find a place where they are. 

 

©2020 Doug Dickerson

How To Be A Good Follower

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The most difficult instrument to play in the orchestra is second fiddle – Leonard Bernstein

I read a story once of a young woman who wanted to go to college, but her heart sank when she read the question that asked, “Are you a good leader?” Being both honest and conscientious, she wrote, “No,” and returned the application expecting the worst.

To her surprise, she received this letter from the college: “Dear Applicant: A study of the application reveals that this year our college will have 1,42 new leaders. We are accepting you because we feel it imperative that they have at least one follower.”

I suppose being a follower runs counterintuitive to being a good leader. But I submit that good followership is good leadership. They are not mutually exclusive.

So what does good followership look like and why is it important? In his book, Creative Followership, Jimmy Collins says, “If you’re not selling chicken, you better be supporting someone who is.” Understanding the value of good followership can add tremendous value to any organization. Here are three ways how.

Followership drives the vision

Simply put, good followership; the buy-in if you will, is the fuel that drives the mission and vision of your organization. Taken in its proper context, followership is not abdicating your position within your organizational structure. If anything, it’s empowering it Click To Tweet. Rather than relying on a title to move you forward off the backs of those around you, being a good follower is getting behind the best ideas- regardless of the source – and everyone working toward shared goals.

When the vision is clear and buy-in has taken place, then somehow positional leadership loses its appeal. Rather than turf wars and politics being your driving force, you can purposefully pursue your vision and where you are in the pecking order becomes secondary.

The leader who knows how to follow will outlast the leader who only wants to lead the parade. 

Followership builds teamwork

A team is only as strong as the collective effort of its team members. So long as everyone on the team only wants to be the captain and call the plays, you will never make the advancements you desire to achieve. Babe Ruth summed it up nicely when he said, “The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the team won’t be worth a dime.” And this is the essence of teamwork.

The myth that needs to be dispelled here is that you never lead when you are a follower. Within your organization, there will be times when your role is that of being a good follower. Other times, you’ll be the point person on a certain project. The point being, you are not just a follower, or just a manager or supervisor. When you work as a team you play to your strengths and everyone adapts to seize the momentum you need at the moment.

Being a good follower on your team is allowing everyone to play to their strengths and everyone doing whatever it takes for the win. Knowing how to follow makes the difference.

Followership builds the future

The success of your organization relies upon leaders being able to embrace being a good follower. You will never rise above your ability to serve. If serving and following is beneath you then leadership is beyond you. Your future as a leader and the future of your organization rests upon people being comfortable in their own skin and embracing roles that don’t necessarily embody their title or rank. Click To Tweet

When you learn to set aside your own agenda for the good of the team and embrace a followership attitude, you will build a future that you can be proud of, but you have to set aside your pride to make that happen.

Final Thoughts

How about you? Are you a good follower? What issues do you need to work on in order to be a good follower? In a world where everyone competes to be the leader “in charge”, how refreshing it would be to look around and find more followers.

 

©2020 Doug Dickerson

Suggested Reading:  

Creative Followership – In The Shadow of Greatness by Jimmy Collins

Order from Amazon at https://amzn.to/3hbjVYh 

When Adversity Comes – Keep Climbing!

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Show me someone who has done something worthwhile, and I’ll show you someone who has overcome adversity. – Lou Holtz

In May of 2001, Erik Weihenmeyer accomplished something that only about 150 people per year do – reach the top of Mt. Everest. The thing that made Erik’s achievement unusual is that he is the first blind person to succeed at scaling the tallest mountain in the world. Erik was born with a disease called retinoschisis, and by the time he was thirteen, he was completely blind. Rather than focus on what he could not do, he made the choice to focus on what he could do and went much further than almost anyone expected.

It’s been said that adversity introduces a man to himself. And while most don’t go looking for adversity, life happens. And whether we like it or not, we all face our share of adversity.

Without question, 2020 thus far has been like no other year any of us have ever lived through. Perhaps some of you are like me, you keep thinking it’s just one bad dream we will wake up from and it will all be over with. Can you relate?

As a leader, you will face your share of adversity if you hang around long enough. Some of it will come in ways and from places you didn’t see coming, some of it will come from the least likely person you know, and at times it will be self-inflicted. Regardless of the source – how you deal with it as a leader will make all the difference.

When adversity comes – here are a few simple reminders to hold onto.

Adversity doesn’t discriminate

As a leader, don’t take adversity personally. Adversity comes to all of us. But know this – the size of your dream often will determine the level of adversity. The greater the dream and the loftier your goals, the more challenges you will face Click To Tweet. So when your adversity comes, keep climbing!

Adversity doesn’t define you

Having adversity does not define you as a leader, but how you respond to it will. You can’t always choose the battles you will face, but you choose how you will fight them. Adversity does not have to define you in a negative way, but how you deal with it will reflect on your leadership. Click To TweetThe best thing to do when facing it is to keep climbing!

Adversity is a great teacher

If you allow it, adversity can be your teacher on your leadership journey. Every trial, setback, or failure will introduce you to yourself. If you are smart, you will learn your lessons and apply them to the next challenge. You may not like the process, but what we gain from those experiences can be valuable. When adversity comes consider class in session and don’t give up. Keep climbing!

Final Thoughts  

One thing I’ve learned over the years is how adversities change. The personal struggles and adversities I overcame 30 years ago, by and large, are not the ones I battle with today. As you grow as a leader, the adversities you deal with will reflect that season in your life. As you grow and mature as a leader, your adversities will change with you. What you once considered a great challenge or adversity ten years ago, will look much different today as will how you deal with it. 

The takeaway from this leadership lesson is to never stop climbing. You will come through this season of adversity if you never give up. 

 

©2020 Doug Dickerson

 

Maintaining Culture Remotely

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We now accept the fact that learning is a lifelong process of keeping abreast of change. – Peter Drucker

When COVID-19 hit, who could have imagined the changes that would come with it? Our way of life on so many levels looks very different today as compared to seven months ago. How are you adjusting?

One of the changes many have experienced is working remotely. This happened to many seemingly overnight as health officials and others scrambled to ensure safe working environments and how to best combat the virus. And just like that, your new office is now your kitchen table or home office.  Gone are the familiar trappings and routines of your workspace. Gone are the people interactions you routinely participated in. 

In a Stanford News report, we see 42% of the U.S labor force now working from home full-time. Almost twice as many employees are working from home as at work. With numbers like this, it’s as important as ever to be intentional about maintaining a strong workplace culture even among remote workers. 

While we acknowledge this new reality, we also must intentionally focus on ways to maintain a vibrant culture and uphold the values of our respective companies even while doing it remotely. With this in mind, here are some questions that we believe are essential as we talk about culture.

Does it really matter?

Our company culture is the driver behind employee behavior. And, it is the behavior of our employees that ultimately determines the success of the organization. Maintaining a strong, positive organizational culture becomes even more important and as employees transition to working remotely. Click To Tweet This transition can be stressful both mentally and emotionally. 

We want employees to feel empowered and trusted as they begin working remotely, many for the first time. We need to encourage a sense of camaraderie and ensure that employees do not feel isolated. And, we want to keep in alignment with our company values, even as we work from our own little corners of the world.

Who should be responsible?

There are many factors that play into maintaining company culture while working remotely. Responsibility for these factors falls on each of us. Employees need a point of contract to receive information and to address concerns. Human Resources should serve as the contact that gives employees confidence that they have not been forgotten. Team leaders are ultimately responsible for building and maintaining culture. Leaders must work together to create a cohesive culture company wide. And, employees shoulder some of the responsibility for helping others feel included even though they are no longer working face-to-face. 

How do we do it?

In a remote work environment, communication is more important than ever. Leaders must check in with remote workers frequently. It is a good idea to start a weekly rundown, where leaders share updates and employees have the opportunity to share feedback from their experiences. We want to ensure that we are building human connections within the team, even if it is virtually. We want to provide as much consistency for remote employees as possible by honoring traditions in new and innovative ways. We also want to provide them with processes, structures, and tools that are designed to help them succeed in the virtual work environment. Keep recognizing employees and don’t be afraid to try new things. 

How do we measure it?

Employee engagement and culture was easier to measure before the pandemic hit and the majority of your workforce was on-site. Daily interactions and camaraderie was on full display for all to see. Issues and concerns that existed could more readily be dealt with and resolved in real time. But with more and more employees working remotely this is a new challenge. Leaders must be more engaged and sensitive to the needs of those they lead. Leaders no longer can afford a passive approach and be satisfied with the way things are so long as the work is being done. Click To TweetLeaders must be proactive and engaged with their people whether down the hall or across town. 

Final Thoughts

We strongly believe that your workplace culture can thrive in spite of the challenges of remote working. It’s something that everyone in the organization must take ownership of and be responsible for.  We believe it matters and when everyone takes personal ownership of it you organization can thrive.

 

©2020 Doug Dickerson and Elizabeth Stincelli

Elizabeth Stincelli is president of Stincelli Advisors. Read more at https://www.stincelliadvisors.com/

When Critics Come Calling (Part 2)

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No matter what happens, you’re always going to have those critics and haters. You just have to learn to deal with that. – Tim Tebow

During his last years in office, Winston Churchill attended an official ceremony. Several rows behind him two gentlemen began whispering, “That’s Winston Churchill.” “They say he is getting senile.” “They say he should step aside and leave the running of the nation to more dynamic and capable men.” 

When the ceremony was over, Churchill turned to the two men and said, “Gentlemen, they also say he is deaf!”

Criticism is a way of life for the leader. It may not be a pleasant part of it, but it’s a constant companion nonetheless.

Learning how to deal with criticism is important for you as a leader. In part one of “When Critics Come Calling”, I shared three common reactions we have when critics come calling:

  • We take it personally
  • We retaliate
  • We put up walls

Any of those sound familiar? 

While it’s just in our human nature to take on any or all of these postures, we also have to understand the unintended consequences when we do. While we don’t typically like criticism, we can cut ourselves off from voices around us that can help us if we are willing to listen.

So when critics come calling, why not take these questions into consideration.

What’s true about the criticism?

Not all criticism from your critics is meant to be harmful. And while your feelings or ego might be bruised, perhaps some introspection is in order. When you hear from your critics, stop and consider what parts have merit. From there you can determine if it’s just a case of sour grapes on their part, or if it’s something you work on to make better. 

In the long run, your critic may be doing you a favor by pointing out a blind spot you didn’t see. Click To TweetOn the other hand, your critic may just be blowing off steam and it has no merit. But before dismissing it out of hand, as yourself if it’s true.

What’s the motive behind the criticism?

When hearing from your critics – directly or indirectly- you have to take into consideration the motivation behind it. Does the person have an ax to grind with you? Is there politics at play? Understanding the motivation behind the criticism will enable you to better know how to handle it.

A word of encouragement to you as a leader here – don’t look for ulterior motives that don’t exist. Don’t let your imagination run wild. Be more concerned as to why a person with a legitimate issue was not comfortable in approaching you to begin with.

What can I learn from criticism?

When the critics come calling is a good time to reflect upon your leadership. Is there any validity to the criticism? Was the criticism helpful? Some of your best growth opportunities will come not when everything is smooth and calm. It will come when you feel everyone is against you. Click To Tweet

Final Thoughts

“The final proof of criticism,” said Elbert Hubbard, “lies in being able to endure criticism without resentment.” And this will always be the test of your leadership. So the next time critics come calling ask yourself is it true? What’s the motive? What can I learn?  Above all, keep your attitude in check and keep climbing upward. 

 

©2020 Doug Dickerson

When Critics Come Calling (Part 1)

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Criticism is something we can avoid easily by saying nothing, doing nothing, and being nothing – Aristotle

In a Peanuts cartoon Linus is curled up in a chair, reading a book, while Lucy stands behind him with a funny look on her face. Lucy then says, “It’s very strange. It happens just by looking at you.” 

“What happens?” Linus asks. 

Lucy calmly answers, “I can feel a criticism coming on.”

Criticism. It’s the constant companion of leaders. Hang around long enough and you will come to know this truth about leadership. Click To Tweet

“No leader lives a day without criticism,” said J. Oswald Sanders, “and humility will never be more on trial than when criticism comes.” 

What about you? What’s been your experience? How have you dealt with criticism? 

Let’s look at three common reactions when critics come calling.

We take it personally

Most leaders I know have a deep sense of pride in their work and otherwise like to think of themselves as good leaders. When critics come calling, it’s a normal reaction to take it personally and get defensive. 

Another consideration is the source of the critic. While it can be easy to brush it off as petty behavior from a disgruntled colleague, it especially hurts when it comes from someone we once considered close. 

While this is a common reaction, it may not always be the most healthy reaction. More about that later.

We retaliate

A sure sign that we have taken the critics too seriously is that we retaliate. We justify ourselves by pointing out the faults of the accuser. How many times have you, or someone you know gone down this road? How did that work out?

The trap here, if you go down this road, is now you have entered into an unhealthy game of comparison. In order to justify your hurt ego, you now have to engage on the level of the critic in an unhealthy way. Now, by your act of retaliation, you have escalated the situation whereby making amends becomes more difficult because you allowed your bruised feelings to get in the way.

While this may make you feel good in the short-term, you have now put up barriers and slowed any chance of reconciliation.

We put up walls

Among these three common reactions, this is perhaps the most destructive to your leadership. And this reaction has nothing to do with your critics. This response is all on you. 

To be sure, no one likes it when critics come calling – especially when the critic has less experience or is nothing more than arm-chair quarterback with no skin in the game. I mean, who the heck do they think they are, right?

But when you choose to put up walls – those defensive measures- it is the one action that hurts you more in the long run. When you cut people off you put yourself in danger of hearing only from the people who will tell you what you want to hear - not what you need to hear. Click To Tweet

So what is a leader to do? What should your posture be when your critics come calling? What can you learn from your critics? These questions and more will be answered in When Critics Come Calling (Part 2).

Final Thoughts

As the saying goes, haters are going to hate. But for you in leadership, there’s no room for that. And while dealing with it comes with the territory, you can rise above it, learn from it, and be a better leader because of it. 

 

©2020 Doug Dickerson