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Embracing The Hard Things

 

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We all have an unsuspected reserve of strength inside that emerges when life puts us to the test. – Isabel Allende 

A story is told about three military recruiters who went to address a group of high school seniors. Each recruiter represented a branch of the military and each was given fifteen minutes to speak.

The Army and Navy recruiters got carried away, so when it came time for the Marine to speak, he had just two minutes. He walked up and stood utterly silent for a full sixty seconds, half of his time. Then he said, “I doubt whether there are two or three of you in this room who would even stand a chance in the Marine Corps. But I want to see those two or three immediately in the dining hall when we are dismissed.” He turned smartly and sat down.


When he arrived in the dining hall, there was a crowd of students interested in the Marines. The recruiter knew that commitment cannot take place without recognizing the potential for difficulty.

As a leader, you are familiar with difficulty. It comes with the territory. Not everything about being in positions of leadership is as glamorous as they are sometimes perceived. There’s a big gap between the perceptions and the reality. And sometimes the gap is wide.

But despite the fact that difficulties are common among leaders, they don’t have to be fatal, permanent, or avoided. You can succeed-even thrive in the face of them. Here are three things you need to know about facing your difficulties in leadership.

The hard things today preparing you for greater success tomorrow

Your life in leadership will often be met with difficulties. Nothing worth achieving or accomplishment worth attaining is ever going to come without challenges along the way. That being said, your attitude towards your difficulty today is what will keep you where you are or move you forward. 

Earl Nightingale said it this way, “When we set an important goal for ourselves, we present to our minds a problem to be solved, a challenge to be successfully fulfilled.” And this is the essence of the challenges you face today. The greater the accomplishment you want to have tomorrow will have to be met with a greater determination today to achieve it. Once you do, you will create momentum that will carry you to greater success.

The hard things bring you new lessons to learn

With each set of difficulties that you encounter come new opportunities to grow and learn as a leader. The hard things you are dealing with today may not be the ones you dealt with a year ago. And they will look different a year from now Click To Tweet. With each new season in your leadership, you are equipped with new and better ways to handle them. 

It was Thomas Edison that said, “ I have not failed. I’ve just found 10,000 ways that won’t work.” And this highlights the value of difficulties or obstacles. They are great teachers. The question is – what are we learning from them and are we properly applying those lessons?

The hard things take your leadership to new levels

Your growth as a leader is important and at times it comes with some friction. It’s just part of the process. As a leader, you’re not going to be exempt from facing the hard things. But when you embrace them for what they are – opportunities to learn and grow, you will then discover that they are hindering you, they are now empowering you. And this is when the tide begins to turn in your favor. 

Rumi framed it this way, “Seek the wisdom that will untie your knot. Seek the path that demands your whole being.” And herein lies the challenge. In order to untie your knot, you must seek the right path. What are we prone to do? Our human nature wants the path of least resistance. But it’s when we embrace the hard things that we grow as a person and as a leader.

Final Thoughts 

Embracing the hard things that come your way is not always easy. I get it. But let me encourage you to rise to the challenge and embrace them with a renewed determination and attitude. You will be a better leader for it.

 

©2023 Doug Dickerson

 

Leadership and the Toxic Workplace Culture (Part 2)

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Who you attract isn’t determined by what you want. It’s determined by who you are. – John Maxwell

In part one of this two-part series, I introduced you to a working definition of what a toxic workplace culture is and introduced you to the leader’s role in addressing it.


A toxic workplace environment was defined as “a workplace where a negative atmosphere caused by coworkers, supervisors, and/or the company culture, makes it difficult to work or progress in a job.”  Perhaps you can identify with this working definition. In fact, 87% of those surveyed for the study said that they worked in such an environment.

The leader’s role in reversing a toxic workplace environment begins with two things: 1) The leader defines the workplace culture. In other words, the type of culture you want is determined by who you are. You can’t expect to have great workplace culture if you, as the leader, do not possess the character and integrity to create it. You define the culture by who you are. 2) The leader must defend the culture. It’s not enough to define the culture you want, you must defend it. This means everyone in leadership is clear on what it is and everyone sets the example of what it looks like and you hold everyone accountable for it.

As stated in part one, many CEOs and CFOs acknowledge the benefits of a healthy workplace environment but do not know where to start when it comes to fixing it. I addressed a starting place in part one, so let’s continue with a few next steps that can turn the tide.

Don’t assume everyone knows or understands the culture

It would stand to reason that your values and culture are an integral part of your onboarding process. If it’s not, it should be. But that aside, you must build upon it. Your culture and environment are always evolving. At every opportunity, remind your people that they represent the culture and the health of the organization. 

Everyone is held accountable

Patrick Lencioni says, “Great teams do not hold back from one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.” 

And this must be the guiding philosophy of your organization if you want it to be healthy. If all your people do is bottle up their frustrations and concerns and never speak up, even though that employee is an otherwise ideal team member, they are inadvertently contributing to the toxic culture. Your people must take ownership of the culture they want and it begins with mutual accountability. Click To Tweet

Regularly employ T.L.C.

The benchmarks of a strong workplace culture that will cause it to thrive are found in three basic ingredients:

  1. Trust – The foundation of your workplace culture is trust. When your people trust each other (and you), the sky is the limit in terms of what you can accomplish. Without it, you will always be stuck.
  2. Loyalty – Loyalty to one another – built on trust, is the glue that holds everything together in your organization. Guard and protect this with everything you have.
  3. Communication – Nothing will undo a strong workplace culture any faster than a lack of good communication. Your people do not want to be left in the dark. If you can’t properly communicate then how can your people trust you or be loyal? 

By no means have I exhausted all there is to say about toxic workplace cultures. But I trust that these two posts have opened your eyes and understanding to the possibilities of what can be done to turn it around in your organization.

 

©2023 Doug Dickerson

Leadership and the Toxic Workplace Culture (Part 1)

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Who you attract isn’t determined by what you want. It’s determined by who you are. – John Maxwell

A quick toxic workplace culture Google search netted more than 43 million results. To say that toxic workplace cultures are not prevalent would be grossly inaccurate.

What is a toxic workplace culture? How do you know if you are in one? What can be done about it? These are more than just curious questions. For far too many, these are some of the most relevant questions many in the workforce want answers to.

A good working definition comes from a post at CareerPlug. They define a toxic work environment as a “workplace where a negative atmosphere caused by coworkers, supervisors, and/or company culture makes it difficult to work or progress in a job.” In the same survey, 87% of respondents, when asked, said they had experienced such an environment.

My purpose here is not to throw around too many statistics and figures. That toxic workplace cultures exists speaks for itself. But I will sparingly use some for the sake of context.

Writing in Forbes, Bryan Robinson, author of Chained To The Desk In A Hybrid World says, “More than 90% of North American CEOs and CFOs believe that improving their corporate culture would benefit financial performance. Although most leaders acknowledge that their organization’s culture is not as healthy as it should be, many don’t know where to start (emphasis mine). But time is running out.”

This admission of not knowing where to start is a telling revelation as it relates to leadership. Knowing that there is a problem does not translate into being able to do something about it. When/if leadership is paralyzed by the inability to act in a decisive way, the people - the culture, suffer. Click To TweetAnd what’s troubling about this is, people in the organization are not waiting around for things to improve. Employees who are tired of waiting are moving on. Can you blame them?

My leadership mentor, John Maxwell says, “Everything rises and falls on leadership”. And as it pertains to toxic workplace cultures, the absence of engaged leadership creates a void (intentionally or by default) that must be filled. And unfortunately, this is the root of many toxic workplace origins – not exclusively, but certainly a strong contributing factor.

So what’s the starting place for leaders? In part one of this series, I believe the focus has to be on those in leadership. Here are some starting points for consideration.

Leaders must define the culture

Simon Sinek says, “Corporate culture matters. How management chooses to treat its people impacts everything – for better or for worse.” And this is where leaders must step up. The type of culture you want is determined by who you are. The creation of your corporate culture begins with the leader and expands from there. In order to build a of culture of excellence, integrity, loyalty, passion, etc. it first must reside in the leader. This is where it must begin. The absence of these qualities in the leader will produce the absence of them in the organization. From there, the leader sets the tone in words and in actions. Again, who you attract isn’t determined by what you want. It’s determined by who you are.

Leaders must defend the culture

It’s just not enough to point out the values that you say define your culture. You must live it and breathe it, and ultimately, you must defend it. So how does a toxic culture evolve in an organization? It happens when the leader phones it in and believes that because the values and mission statements are written in a dusty policy handbook the job is done.

Your company culture and workplace must be defined and defended by those in leadership. And this means holding yourself and others accountable for it. Without this safeguard, you are on a slippery slope. As a leader, you must fight for your culture.

©2023 Doug Dickerson

  • Next week I will look at specific things leaders can do to enhance employee engagement and put a stop to toxic workplace cultures.
  • Read more about employee engagement and workplace culture in my book: Employee Engagement -Creating Space for Engaged Employees and Healthy Culture Click here to order my book on Amazon  
  • For more information about employee engagement and workplace culture workshops, email me at: [email protected]

Pushing Through Your Frustrations

 

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Needing to have things perfect is the surest way to immobilize yourself with frustration. – Wayne Dyer

I read a story once about a famous composer who had a rebellious son who would stay out late at night and come home after his father and mother had gone to bed. Before going to his room, he would stop by his father’s piano and slowly and loudly play a simple scale, all but the last note.

Then, leaving the scale uncompleted, he would retire to his room. Meanwhile, the father, hearing the scale minus the final note, would writhe in bed, his mind unable to relax because the scale was unresolved. Finally, in consternation, he would stumble down the stairs and hit the previously unstruck note. Only then, would he be able to return to his bed and go to sleep.

I have to confess that I find the story humorous. If only for a moment I channel my inner prankster, I could find myself doing such a thing. 

Here’s what I know, we all have frustrations that we deal with on a regular basis. We all have pet peeves that irritate us. 

A story in Forbes magazine revealed the Top 10 pet peeves in the office. They were: gossip and office politics, people taking others’ lunch, inconsiderate co-workers, constant interruptions, loud and annoying ringtones, poorly organized meetings, overcrowded and noisy office spaces, smelly food in the office, inadequate temperature control, and finally,  forced birthday celebrations.

Which one(s) do you most identify with?

It’s important to be self-aware and be in touch with your frustrations and how they impact your leadership. Owning what frustrates you is an important first step, but not allowing those frustrations to boil over is equally as important. So here are a few tips for you as a leader to push through your frustrations.

Be at peace with your frustrations

Owning the frustrations is a good first step and can help you be at peace with it. This doesn’t mean that this frustration doesn’t need to be addressed or resolved, but you have to give yourself permission to be frustrated. From there, you can begin seeking solutions to what frustrates you – determine if it can be changed and if not, how your attitude towards it needs to change. But first and foremost, own it and be at peace with what frustrates you.

Own your frustrations

Pushing through your frustrations means that you own it. It means that you do not allow what frustrates you to control you or dictate your attitude or your performance. It means that you take control of the negative emotions that would otherwise derail you. Owning it simply means that you are naming or identifying what is frustrating you and you are committed to pushing through it with a good attitude.

Know what you can and cannot control

Nothing with frustrate you more than trying to push through and change something that frustrates you that you have no control over. For example, if a co-worker has a quirky personality that rubs you the wrong way, chances are you are not going to be able to do much about that. People are wired the way they are wired whether you like it or not. And that truth cuts both ways.

If however, your pet peeve falls into your purview as the leader in your organization and said the co-worker is constantly late for work – which is one of your pet peeves, then yes, you can do something about it.

Nothing will frustrate you more than trying to control what you can’t. Effectively pushing through your frustrations is all about working from this knowledge.

 

©2023 Doug Dickerson

 

Next Steps: As you reflect on my article this week, consider the following:

  1. What would you identify as your top pet peeve as it relates to you in your workplace?
  2. . What is one thing that you can do today that would help you “own it” – attitude change, etc.?
  3. Is this pet peeve an internal change you are going to have to deal with it, or is it something that you can directly do something about?

Remember – You can be at peace with your frustrations and you do not have to allow them to control you. Is your attitude toward your frustration helping or hurting?

 

For more information on my coaching services, email me at:  [email protected]

Does Your Workplace Culture Need an Alignment?

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A statement of shared values, no matter how inspiring, does not make a healthy culture. – Tod Bolsinger (Canoeing The Mountains)

I read with great interest a study at Team Stage which reported that only 28% of executives understand their company culture. They stated, “While they understand its importance, they fail to fathom the culture itself.” From a leadership perspective, I found the disconnect quite disturbing. How can one believe culture is important while at the same time failing to understand their own culture? 

Imagine, if you will, that you are driving your car and you notice that it is pulling to the left or to the right. Intuitively you know that your car is out of alignment. Knowing that your car is out of alignment is a good thing, but if you ignore it for too long, it’s going to create bigger problems that you will have to address. And the longer you put it off, the more damage it can cause.

Simply having a mission or value statement plastered up on the wall somewhere in the office is no indication that anyone truly knows what it is, how it pertains to them, and how it impacts the day-to-day operation of the organization. 

As a leader, you need the awareness of knowing if your organizational culture is out of alignment and what corrections are needed. Here are a few things that may help guide you in that process. 

Focus more on alignment than organizing

Writing in the Harvard Business Review, John Kotter states, “The idea of getting people moving in the same direction appears to be an organizational problem. But what executives need to do is not organize people but align them.” In other words, align them around your values. The more your people are aligned with your mission and vision, the healthier it will be. 

It will always be hard for your organization to move forward if it’s out of alignment. Just as your car will want to go off the road, so, too, will your organizational culture drift if not properly aligned. Once you take care of alignment, organizing will be a much simpler process.

Lead by example, not by decrees

When only 28% of executives understand their company culture they will not be in a place to lead by example. Here’s the rub – organizational culture is leader driven. If the leader doesn’t get it or know it, then the leader will not be able to align with it.

Writing in A Tale of Two Cultures, David Burkus writes, “People typically do not look to written codes for clues about how to behave; they look to others.” And this is the void leaders must fill. They need to know their culture and the people in your organization ultimately need to look to each other in terms of knowing how to behave – not a poster on the wall. As a leader, you must set an example and it happens when your words and your actions are aligned. Click To Tweet

Final Thoughts

Tod Bolsinger writes that “culture creation work rests on identifying the gaps between aspired values and actual behavior, and then working with the leaders to bring every aspect of the organization into alignment…” As a leader, this is your responsibility. A healthy workplace culture just doesn’t happen – it’s intentionally created. 

 

©2023 Doug Dickerson

Lifting the Lid Off Your Limitations

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Life has no limitations, except the ones you make. – Les Brown

During his first year of graduate study at the University of California, at Berkeley, George B. Dantzig (later known as the father of linear programming) arrived late for a statistic class. He saw two problems on the blackboard. Assuming they were homework, he copied them and a few days later turned in his solutions.

One Sunday morning about six weeks afterward, the professor appeared at Dantzig’s door, waving a manuscript. It turned out that the professor had merely written two examples of unsolvable problems on the blackboard. The work was Dantzig’s manuscript for publication.

The story is a great example of what we can achieve when we set our minds to something – but beyond that, what can happen when the label of “unsolvable” is removed from the conversation?

As much as I’m fascinated by the story and what Dantzig did, it also makes me wonder how many other classmates attempted to solve the problem and how many didn’t even make the effort due to the problems being labeled unsolvable.

Think for a moment about your own experiences. Can you think of a time when you attempted to do something but quit somewhere in the process because someone came along and convinced you that it couldn’t be done? 

Now think for a moment about how that situation could have turned for you had you not listened to the voices of those imposing those limitations on you. 

Amelia Earhart said, “The most effective way to do it, is to do it.” The great divide between stepping up and doing, and just wishing you could is found by embracing the courage to act. It’s all about lifting the lid off of your limitations. Click To Tweet

Lifting the lid off your limitations begins with identifying them. Here are two of the most common limitations lids you will face as a leader. Which one is holding you back?

The limitations of your own creation

The single greatest lid on your limitations is the ones you create in your own mind. When your fears and reservations play like reels on a loop in your own mind and it’s all that you entertain, it will hold you down at every turn. If you don’t win this battle, you will never lift the lid off your limitations and reach your full potential.

The limitations of others that you believe

Any person committed to growing and reaching their full potential will eventually hear the voices of those who say that what you are attempting to do can’t be done. They will try to convince you that your dream is too big or your dream is unattainable. At this point, at this crossroads, you have a choice to make. And the choice will either move you close to the direction of your dreams and goals or will hold you back. 

Final Thoughts

Mark Twain advised, “Keep away from people who try to belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great.” And this is the decision you must make. Keep away from people who belittle your ambitions, embrace a positive mindset, and never give up on your dreams.

 

©2023 Doug Dickerson

Fish Tales and Reclaiming Humility in Leadership

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Nothing is more deceitful than the appearance of humility. It is often only the carelessness of opinion, and sometimes an indirect boast. – Jane Austen

Once when I was just a young boy, our family was all together visiting my grandparents. One of my favorite places to gather with the rest of my cousins was a big pond around the corner from their house.


The lake was far enough away to get out from under foot of the grown-ups but close enough to get back to quickly for a snack.

On this particular visit, I was about five or six. One morning, I made my way to the pond before my siblings and cousins and met a man fishing on the bank. Seeing that I had no fishing gear with me, he gave me a cane pole to use. The only catch was, there was no hook on it, just a clothespin.


About the time that some of the others joined me, the man caught a fish. Seizing an opportunity to play a joke, the man took the fish off of his hook and placed it on the clothespin attached to the line on my cane pole.


With all the glee that I could muster, I showed everyone the fish that I had just caught. My cousins were beside themselves in astonishment that I was able to catch a fish with only a clothespin for a hook.  

All these years later, that fish tale continues to be laughed about with my cousins. Perhaps you have a fish tale that has taken on a life of its own or a story that has seen numerous revisions and embellishments. 

Be it fish tales or tall tales, we have stories that we love to share, and the more embellishments the better. 

But in the real world and in your leadership, a more humble approach needs to be embraced.

Patrick Lencioni observed, “People who have a sense of peace that their priorities are in the right place also have a sense of humility and a realistic view of life.” And this is exactly the outcome and by-product of humility-driven leadership.

When your priorities and values are rightly aligned, you can lead with a greater sense of humility and purpose. Click To Tweet


This is not a false humility that secretly craves attention, but a humility that willingly concedes the spotlight by putting someone else in it.

On a day-to-day basis, what does humility in leadership look like? Here are a few ways to tell:

  • The humble leader listens more, talks less
  • The humble leader takes less of the credit and more of the blame
  • The humble leader seeks collaboration and input
  • The humble leader lifts others and celebrates their success
  • The humble leader takes on the mindset of a student; never stops learning
  • The humble leader is forgiving and patient with the growth challenges and mistakes of others
  • The humble leader is willing to put a fish on your clothespin in order to make you look good

Final Thoughts

Over my decades in leadership, I’ve seen leaders of every stripe. But the ones who last are the ones who do not think more highly of themselves than they should. I think it’s time to reclaim humility in leadership.

 

©2023 Doug Dickerson

 

Don’t Give Up On Your Dreams

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Ambition is the path to success. Persistence is the vehicle you arrive in. – Bill Bradley

I read a story about a turkey and a bull. One day a turkey was chatting with a bull. “I would love to be able to get to the top of that tree” sighed the turkey, “but I haven’t got the energy.” 

“Well, why don’t you nibble on some of my droppings?” replied the bull. “They are filled with nutrients.”

The turkey pecked at a lump of dung and found it actually gave him enough strength to reach the lowest level.

The next day, after eating some more dung, he reached the second branch.

Finally, after the fourth night, the turkey was proudly perched at the top of the tree.

He was promptly spotted by a farmer who shot him out of the tree.


Moral of the story:

BS might get you to the top, but it won’t keep you there.

This funny story illustrates in some way the ambition that many people have – especially in leadership. 

As a leader, it’s great to have goals, dreams, and aspirations. Every leader should. But the motives behind those aspirations are what you need to pay close attention to. 

Here are a few reminders for leaders as you consider getting to the top.

There’s always a price to pay for your ambition

Your goals, dreams, and aspirations come with a price tag. In order to achieve them you must count the cost and be willing to pay it. Ambition alone will not get you to the top. But combine it with hard work and persistence, you can get there. 

Not everyone will share your dream

In leadership, you quickly learn that not everyone shares your ambitions and some will question your motives. Resolve and settle these things in your own heart and mind in the beginning because there will be some days it’s all you have to hold onto. Your journey will not be understood by everyone and you have to be OK with that. Stay true to your dreams and don’t worry about those slinging manure.

Your success will make you a target

Just as the farmer spotted the turkey at the top of the tree and shot it down, you must understand that climbing the ladder of success will at times make you a target. Others will be jealous of your success. Some will resent you for leaving them behind- not everyone will pay the price and take the journey with you while others with impure motives, will want to see you fail. Keep climbing anyway!

Final Thoughts

Take to heart the wisdom from Mark Twain who said, “Keep away from people who try to belittle your ambitions. Small people do always do that, but the really great make you feel that you, too, can become great”. And this, in part, is the key to your success. Stay away from the people who belittle you or want to hold you back. You’ve got too much invested in your dreams and goals to allow others to hold you back.

 

©2023 Doug Dickerson

You Play Like You Practice

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Practice isn’t the thing you do once you’re good. It’s the thing you do that makes you good. – Malcolm Gladwell, Outliers

Like most young kids growing up, I played my fair share of sports. Be it on the dusty baseball fields channeling our inner Hank Aaron or playing football all the while believing that we would be the next Roger Staubach.


In football practice, our coach would say to us, “Boys, if you’re gonna do it wrong, do it wrong the best you can!”. His statement puzzled me. We would go through our drills in practice and I was under the impression that he wanted it done right the first time.

But for whatever reason, there were always a few of us who just didn’t execute the drill properly. And while the coach could have chosen to be harsher in his disapproval, he opted for a more sympathetic approach for us boys just learning to play. Over time, the drills became more and more routine and our proficiency increased. That season our fierce little team went undefeated. Roger Staubach would have been proud.

I’ve heard it said in more recent years that you play as you practice. In terms of leadership, that can either be good or problematic. How you conduct yourself as a leader is important and the stakes are higher than the outcome of a rec league football game.

So when it comes to the practice of leadership, what should be your focus? What are the disciplines to pay attention to? Here are a few (in no particular order) worth your consideration.

Practice the discipline of humility

Rick Warren describes it this way, “Humility is not thinking less of yourself; it is thinking of yourself less.” Humility in leadership empowers you to be authentic before others and it demonstrates that you are willing to set aside your ego for the sake of growth.

Practice the discipline of reading

It’s been said that leaders are readers. I agree. For leaders, the learning never ends. When you practice the discipline of reading you demonstrate that you are committed to your personal growth and development.

Practice the discipline of serving

The capacity of your leadership will always be tied to your willingness to serve. It’s when you place others first, and look out for the needs of others, that you will rise as a leader. If serving is beneath you then leading is beyond you. Click To Tweet

Practice the discipline of reflection 

Your effectiveness as a leader will be gauged by your ability to think long. Reflection gives you the ability to put your present into focus and align your future with your values. Reflection keeps you grounded with purpose and clarity. This can be achieved through prayer or meditation.

Practice the discipline of generosity

Generous leaders are contagious leaders. Generous leaders practice an awareness that’s uncommon in most. They are observant of the needs of others and are always willing to give up their time and resources. In a self-absorbed culture, we need generous leaders now more than ever.

Practice the discipline of forgiveness

Leadership can be hard. So can life. And everyone is fighting a battle we know nothing about. The discipline of forgiveness can go a long way in establishing your leadership for the long haul. But know this, life is just too short to walk through it holding a grudge.

©2023 Doug Dickerson

Checking Your Bags

We all have baggage. The question is: What baggage can you deal with? – Jaime Pressly

I recently took my first trip out of the country since Covid. As a person who loves to travel it was great to once again get the proverbial passport stamp and experience a different culture.

Belize is already hot as it’s summer there. But the trip was great, the water was beautiful, and snorkeling with the stingrays and sharks at Cay Caulker was a thrill.

When it comes to air travel, of course, the more things change, the more they stay the same. I’ve traveled the world, and prefer to travel as lightly as possible. But there comes that time you have to decide whether to check a bag, carry-on only, or both. One way or another, you have to decide what you’re going to do about your bags.

In leadership, as in life, you have to decide what you’re going to do with your baggage. We all have some and how we deal with it makes all the difference. 

Here are a few lessons I’ve learned as a traveler and as a leader about carrying baggage. See if you can relate to any of the following.

Only pack the essentials

When traveling, it’s wise to only pack what you need. Keep it to the essentials. The lighter your load the farther and faster you can move. I’ve seen people pack for a week-long trip and you would have thought they were going to be gone for a month.

Leadership Tip: In leadership, excess baggage such as a poor attitude, grudges against a colleague, poor morale, etc. can weigh you and your organization down. In travel, excess baggage will cost you. It will cost you in your leadership as well. To move forward, you will have to have some items in your bags so you’d better be smart about it.

You don’t have to carry other people’s bags

You are not responsible for other people’s baggage. When maneuvering through an airport, you typically have all you can do to keep up with your own bags, much less anyone else’s. And, you never leave your bag unattended. 

Leadership Tip: In leadership, you will deal with a variety of people with differing levels of baggage – some good, some not. It’s essential as a leader that you recognize that there will be some people who will try to bring their negative baggage with them into your culture. And once it gets in, it’s hard to get it out. Just as you go through screening at the airport, you have to screen and weed out negative influences and toxic people from within your organization. 

Don’t weigh yourself down

We’ve come a long way over the years when it comes to moving about with luggage when traveling. You no longer have to bear the burden of heavy bags and moving about with them – think spinners. 

Leadership Tip: In leadership, you want to utilize every tool at your disposal and surround yourself with people who can help move things along. You don’t have to be weighed down by outdated methods and procedures. You can lighten the load for yourself and others by checking your bags carefully and packing in such a way that everyone can benefit.

 

©2023 Doug Dickerson