Business Skills – Doug Dickerson on Leadership

Lead Up Leadership

Posted January 5, 2020
by admin

Your rewards in life will be in direct proportion to the value of your service to others – Brian Tracy

It is said that Napoleon once lost control of his horse and a private jumping into the path of the horse took control of it. Napoleon then said, “Thank you, Captain.” With that one word, Napoleon promoted the soldier from the rank of private to captain, but it was because that soldier put his general first.

Leading up – not to be mistaken for kissing up, is a leadership mindset that is lost on many today. While kissing up may be practiced among the ranks by a few and for obvious reasons, leading up is a different ball game altogether.

Leading up is a leadership mindset that looks different, feels different, and in fact, runs counter to the way most people go about their daily lives in the marketplace.

But why?

For starters, it runs counter to the mindset of looking out for yourself above everything and everyone else.

For others, it could be a pride or ego problem. The idea of serving is lost on them because they have a misplaced understanding of what lead up leadership is all about.

What does a lead-up leader look like? What makes them different? Here are a few lead up principles that I have learned over the years. It’s not an exhaustive list by any means but I trust will give you some insights as to what lead up leadership is all about.

Lead up leaders never stop learning

Your capacity to contribute to your organization is connected to your willingness to learn and grow as a leader. John Maxwell put it this way, “No matter how much it costs you to keep growing and learning, the cost of doing nothing is greater.”

You can’t give what you don’t have. Leading up is about keeping up and learning all that you can so that your contributions are greater. Click To Tweet

Lead Up Tip – Be proactive. Read new books, seek out a mentor or coach who can help you put a plan in place and help you take ownership for your continued growth.

Lead up leaders support their leaders

Leading up is all about adding value and making contributions that make the organization better. As you support and promote the vision of your leader you are demonstrating what a lead-up leader looks like.

This is not about shelving your ideas but earning the right and having the credibility to present yours when the time is right. Zig Ziglar put it this way, “You can have everything in life you want if you will just help other people get what they want.” It’s a lead-up principle that feels awkward at first but pays great dividends in the future.

Lead Up Tip – Do all that you can to get to know your leader. Find ways to lighten his load help him reach his goals. When the leader wins, everyone wins.

Lead up leaders have a servant’s heart

Lead up leaders have a servant’s heart. They make things happen not just for themselves but for others as well. They are not driven by ego and self-centeredness but have a genuine interest in seeing others succeed.

Jim George said, “Serving others prepares you for leading others,” and this is the golden (and often missed) nugget of leadership. As you learn how to lead-up, you will grow your capacity and potential as a future leader.

Lead Up Tip – There’s no greater calling than servant leadership. When you lift others, everyone is better for it. Look for ways to add value to those around you.

Final Thoughts:

Your end game in leadership is not to be served but to serve. Lead up leadership is simply the refining process of learning and understanding that it’s not all about you.

If you can’t learn to set aside your ego and serve others in the place where you are now, you will not be a leader worth following in the future. Click To Tweet

In order to go up, you have to learn how to lead up.

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Winning With People

Posted November 27, 2017
by dougdickerson

A boss has the title. A leader has the people. – Simon Sinek

Writing in The Book of Business Anecdotes, Peter Hay recounts the following story:

In the 1950s, 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 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, Pierce, Fenner, and Beane, and placed the ultimate odd-lot order:

“I want to purchase,” he told the broker, “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 in each of the 1098 companies listed on the Big Board 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 conservative 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.” Said another, “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.

People business. It’s one of the most complex challenges you will face in leadership. And it’s one you’ve got to conquer if you are going to succeed. Unfortunately, you don’t always get to choose those people. In fact, you might at times feel like the person who said, “Sometimes I wish I was an octopus so I can slap eight people at once”.

Since slapping people is out of the equation as a leader, we must reconcile the fact that as leaders we are in the people business. This is our greatest challenge and it’s our greatest reward. Here are a few reminders on how as a leader you can win with people.

You win by winning their hearts

Too often this is where many a leader drops the ball. This is a leadership principle I learned from John Maxwell almost twenty years ago. Maxwell said, “Always touch a person’s heart before you ask him for a hand.”

A good leader will invest relationally with his or her people before asking for their hand. It’s when you’ve made this connection first you open the door to other possibilities and opportunities. But first, win their heart.

You win by investing in your people

When your people know that you are invested in them they will go to great lengths to perform. This investment is not just monetary although it’s included. Winning with your people happens as you empower and equip them to not only meet their expectations but to exceed them.

“Whatever we expect with confidence,” said Brian Tracy, “becomes our self-fulfilling prophecy”. You win with your people when you raise their level of confidence and remind them of their potential and abilities on a regular basis.

You win with people by conceding the spotlight

I’ve said it many times and it’s worth repeating here now. Expressions of servant leadership are found when you concede being in the spotlight by putting someone else in it. And this is how you win with people.

Billy Hornsby said, “It’s okay to let those you lead outshine you, for if they shine brightly enough, they reflect positively on you”. You can only win with people as a leader on this level if you’re secure enough to drop your ego and quit worrying about who gets the credit for what. You win with people when you celebrate your people and their successes.

You win with people when you listen to your people

You win with your people when you learn how to listen. Some of the best ideas in any organization will not flow out of the corner offices, but into them. As a leader you must do as Howard Behar suggests in his book. It’s Not About The Coffee, and “put the time into listening, even to what’s not said…You’ll know what your customers want, you’ll know why the passion is missing from your organization, and you’ll learn solutions to problems that have been sitting there waiting to be picked.”

Winning with people happens when you are more concerned with what they have to say than you are in what you have to say. Your leadership hinges at times on your ability to be quiet and listen.

You win with people when you commit to developing leaders

Your success as a leader doesn’t come when you gain more followers but when you develop more leaders. Simply put, multiplication is the math of leadership. You win with your people by multiplying the number of leaders in your organization.

“A leader is best when people barely know he exists,” said Lao Tzu, “when his work is done, his aim fulfilled, they will say: we did it ourselves”. And this is the ultimate goal of your leadership and the definitive mark of winning with your people. It’s as you raise them up as leaders and empower them that you win.

Your leadership rises and falls on your ability to win with people. Make it a priority and you will go far.

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Why Can’t You Retain Top Talent?

Posted June 22, 2017
by dougdickerson

“Being the best at whatever talent you have, that’s what stimulates life.” – Tom Landry

The competitive nature of today’s global economy stipulates that you have and retain the top talent in your organization. We acknowledge that to do so is as great of a challenge as it has ever been.

A recent article in USA Today highlighted how American workers are on the move. They reported that “27 percent of employees switched jobs in the 12 months ending in the first quarter according to payroll processor ADP, the most since the firm began tracking the figure in 2014.”

So what is a leader to do in order to retain and recruit top talent for their organizations? We have identified several characteristics that may shed some light on why your top talent may be headed through that revolving door. We believe as you take care of these leadership issues you can build the type of team that people would want to work for and think twice about leaving. But first, why are they leaving?

Lack of clear expectations

Nothing will frustrate your top talent more than a lack of a clear set of expectations and vision. Without it, your organization is adrift and your people struggle to find their way. Employees have to fight extra hard to succeed when they do not clearly understand what is expected of them in the first place. The constant feeling that they are not performing at an acceptable level, even if they don’t know what that level is, will send top talent running for the door.

Lack of investment

Your top talent needs to know that you are totally invested in their success. The buy-in is a two-way street and it needs to be demonstrated in tangible ways that reinforce your commitment to their success. Your investment in them shows that they are valued and that you are confident in their ability to make a meaningful contribution to the organization. When top talent feels that you do not value them enough to invest your time and resources in them, they will begin to seek an employer who will.

Perceived lack of respect

The culture and morale of your organization rest on foundational leadership principles. Namely among them are trust and respect. Top talent is especially attuned to the respect or lack thereof, that you have for them. These employees have devoted much of their lives to developing the skills, knowledge, and experience that make them so valuable. If the people in your organization perceive that you do not respect them, then it only stands to reason that they will be a part of a future exit from your organization.

Lack of a clear path forward

We want to be very clear about this leadership principle. Unless your people have a clear path forward, it will be clear to them that they are in the wrong place. In his book, The 21 Irrefutable Laws of Leadership, John Maxwell writes, “You can find smart, talented, successful people who are able to go only so far because of the limitations of their leadership.” It could be that the top talent in your organization is leaving, not because of a lack of opportunity, but because of a lack of leadership and a clear vision as to where they are going. It is incumbent upon you as the leader to provide it.

Lack of authentic leadership

Nothing will demoralize your people or your team members more quickly than a phony leader. Besides, too much is at stake for a leader to be anything other than genuine. Authenticity is the foundation for trust. No one wants to work for a leader who cannot be trusted. If you lack authenticity, employees will start to question your motives; they will perceive that you have hidden agendas that are not in their best interests. If the top talent within your organization can’t find authentic leadership where they are, they will look elsewhere for it.

We all have the desire to succeed; we want to know that our contributions are valued and that we are making a difference. Top talent has sacrificed far too much to achieve their level of skill to compromise on the leadership environment they work in. Provide them with the clear expectations they need to be successful. Invest your time and resources in helping them achieve great things. Leave no doubt as to how much you respect and trust them and their abilities. Provide them with a clear path forward and the means to follow that path. And, be an authentic leader, someone that top talent can look up to and emulate.

Your organization can only rise as high as your top talent. Isn’t it time to start retaining those employees who have the potential to add so much value? What adjustments will you make to your leadership today?

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at [email protected].

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In Praise of Second Fiddle Leaders

Posted September 15, 2016
by dougdickerson

Expressions of servant leadership are found when you concede being in the spotlight by putting someone else in it.

Where were you on April 8, 1974 at 9:07 p.m. EST? It might be a stretch for some to remember where they were last weekend, much less on this date 42 years ago, if indeed you were even alive. But I remember the date and time like it was yesterday. I was glued to my TV watching one of my sports heroes make history.

The stadium in Atlanta, Georgia was filled with 53, 775 joyous fans. It was in the fourth inning with a runner on first, when finally it happened- with one powerful swing of the bat – baseball history was made. Hank Aaron hit homerun number 715 into the Braves bullpen in left field. Babe Ruth’s long-standing record was finally broken.

[youtube https://www.youtube.com/watch?v=HFsTiV7bqCo&w=350&h=350]

But there is another part of the story that is rarely, if ever, mentioned. Right off the top of your head, can you name the pitcher who threw the ball to Aaron? What team were they playing? On that April night, someone had to be the hero, and someone had to make it possible. That person was left-handed veteran Al Downing of the Los Angeles Dodgers. Downing had a career ERA of 3.22 with a Win-loss record of 123-107. On this historic night, Al Downing was second fiddle.

Second fiddle. Not a very glamorous sounding title is it? But were it not for untold thousands of people who courageously bear the name, we would not have our heroes to idolize. To be sure, – every quarterback needs a center, every NASCAR driver needs a crew chief, the boxer needs a trainer, etc. Behind and beside every successful person is a second fiddle who helps make it all possible.

Who are the second fiddle people in your organization? Chances are you have already identified this person. They are your most reliable go-to people who make things happen without being asked or told. They have an intuition of what needs to be done and take action. They prefer the shadows over the spotlight and whose job, when completed, make you look better than you are.

I contend that what we need today are more people who play second fiddle. Yes, we need strong leaders out front casting vision, defining the mission, and leading the way. And yes, we need our heroes to cheer who inspire us to be our best. All of my teammates in Little League wanted to be like Hank Aaron.

But in a culture where people clamor for the spotlight perhaps a second look is in order. The backbone of every successful leader, organization, business, and any other worthwhile cause is a dedicated group of people who play second fiddle- the unsung heroes, the real leaders.

So here is to all the second fiddle leaders out there – I write in praise of your leadership. You have conceded the spotlight by putting others in it and by doing so have shown what servant leadership is all about. People may not know your name, or see the tireless contributions you make, but none of it could be done without you.

Al Downing may be a tiny asterisk in the annals of baseball history. But were it not for Al Downing on that April evening 42 years ago you wouldn’t know the history of Hank Aaron. We need more players willing to step up the big leagues and play second fiddle. Are you game?

By the way, the Braves won the game 7-4.

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The Changing Work Environment Part III: Providing Choice

Posted August 18, 2016
by dougdickerson

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“I believe happiness is a choice. Some days it is a very difficult choice.” – Steve Gleason

Our three part series on the changing work environment was inspired by findings in the Staples Advantage Workplace Index (http://bit.ly/1ULVQr7). Findings in the report reveal that half of workers state feeling overworked is motivating them to look for a new job, 62% say wellness programs are a selling point when looking for a new job, but only 35% actually have a wellness program at their current job, 3 out of 4 respondents say their employers don’t give them access to the latest technology to do their job efficiently. You can read more by clicking on the link and reading the full report.

In part III of our series ( In part one we talked about providing flexibility and in part two last week we discussed providing autonomy) on the changing work environment we discuss the importance of providing choice. Employees are not willing to give 100% to a job where they feel trapped. They want opportunity and they want choice.

What does it look like?

In the changing work environment, employees want to know that they have choices. In this new environment management is not dictating ‘how’ everything gets done. Employees are given the ‘what’ and the ‘why’, and then they are given the opportunity to make decisions and design how their work gets done to meet the goals of the company. In addition, they are empowered with the training and resources they need to be successful.

Why is it important?

Employees want to know that they are making a valuable contribution to something bigger than themselves; they want to feel truly invested in their work. When employees have choices, they have a sense of control which shows them that their input is valuable. It tells them they are trusted and are important.

Not long ago Glassdoor published its list of the Best Places to Work 2016 (http://bit.ly/1lN0I2p). Topping the list was Airbnb. An employee review for MindBody (#14) in the Glassdoor article writes, “It’s a culture of happiness! I’ve never been in such a positive environment. Management encourages you not only professionally, but in personal aspects of life too. So thankful to work for such an amazing company!” That sounds to us like a company that understands the value of their employees and wants them to succeed.

How do we do it?

Providing choice requires management to let go of the control they have clung to in the past. Old habits can be hard to break; here are six ACTION steps to help you think through your current operations and to embrace providing choice.

Accountability – The ebb and flow of an organization that provides flexibility, autonomy, and choice hinges on accountability. Regardless of what the organizational structure looks like or how teams are assembled it all comes down to mutual accountability if it is going to succeed.

Collaborate – In this changing work environment collaboration may take on a new look as well. Your box approach to thinking may now look more like a circle that makes room for more people, new ideas, and greater potential. If your workplace environment changes so too must the way you work with others also change.

Train – John Maxwell said, “The people’s capacity to achieve is determined by their leader’s ability to empower.” This is so true in the changing work environment. Training is essential not just for your success today but how you will look and operate five years from now and beyond.

Inspire – What your people need to see as they embrace a new work environment is greater ownership, greater opportunity for growth, and more control over their future. Inspire your people to the possibilities before them and remind them of it often.

Opportunity – The changing workplace environment can be frightening for people who have no voice in the direction they are going or have not bought-in to the vision. If one’s opportunity is not clear to them they will be the last to embrace change. Be vocal, be clear, and be out front with the opportunities that exist and for the ones they will create.

Now – The time for creating this new workplace environment is now. And we would like to remind you of what we advised in part one of this series. Take baby steps and tackle one or two small changes that you can implement right away. Be intentional about your changes and make them gradually. Include your people when charting the course. But get started!

liz Liz Stincelli is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. She holds a Doctor of Management degree with an emphasis on organizational leadership. Learn more about Liz by visiting her website: www.stincelliadvisors.com

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The Changing Work Environment Part I: Providing Flexibility

Posted August 4, 2016
by dougdickerson

Flexibility 1

“To make flexibility work, it is not only necessary to change our attitude about who is a good worker and who is not, but we have to train managers at all levels to recognize the difference between the number of hours worked and the quality of work produced.” – Madeleine M. Kunin

Recent findings in the Staples Business Advantage Workplace Index (http://bit.ly/1ULVQr7) reveal exciting and challenging trends in the modern workplace. The changing work environment sees fewer employees working standardized hours. Technology now allows employees to work from any location. The global economy requires the ability to conduct business on a non-standardized schedule.

That the workplace is changing comes as no surprise to those paying attention. Preparing for it can be a challenge. It is in this context we begin a three part series that explores this topic in hopes of raising awareness and starting a conversation about solutions.

What does it look like?

While this is not a new concept for many organizations it is nonetheless an approach whose time has come and it deserves a second look. In the changing work environment employees are encouraged to work, within reason, a schedule that works for them. The emphasis is more on task accomplishment than on hours in the office.

The shift toward this approach, like any new idea or concept, begins with the leadership of the organization. New attitudes must be embraced if new ways of competing in the global economy is going to work for you. In short- flexibility must give way to adaptability which in turn gives way to greater productivity.

Why is it important?

A good workforce is the foundation of every successful business. It’s no longer about work-life balance. Employees want work to fit seamlessly into their personal lives. If you want to attract and keep high performing employees, you are going to have to provide the flexibility they desire.

The Staples Index revealed that burnout and employee engagement is a major concern among employees. When asked what would help turn that around the number one response was workplace flexibility. While we embrace a strong work ethic and productivity, perhaps organizations would be better served not by employees who are burned out but by employees who are empowered and inspired by greater flexibility and control over their schedules.

How do we do it?

What if we change the way we look at employees, from working for us as an employee, to working with us more like an independent contractor?

In many organizations righting the course can take time. Old ways and mindsets can be hard to overcome. Here are six ACTION steps to help you think through your current operations and to embrace flexibility.

Acknowledge – It’s time to bring your team together and acknowledge attitudes and mindsets that are holding you back. It’s time to take an honest look at what is and is not working. It’s time to quit clinging to traditions and think about the future.

Create – The flexibility you desire and production goals you set are the ones you create with intentionality. What will your future look like? What will employee engagement in your workplace culture look like? It looks like what you create!

Trust– Show your employees that you know that you have hired the right people for the right positions. Let them see through your actions that you trust them to operate in the best interest of the organization without the need for micromanagement. Give them the resources they need and then let them do their job.

Identify- Identify one or two small changes that you can implement right away to signal that the desire for flexibility is being recognized. Regardless of how big or small, just do it. Baby steps are acceptable. Now, identify one or two “old ways” of doing things and let them go. Identifying change and creating change can be done, and is best done incrementally.

Observe – How are employees responding to the incremental changes you are implementing? How is your culture being impacted? What should your next step be? Ask employees for their input; involve them in the development of the plan going forward.

Next Step – Offering flexibility is a great starting point for attracting the best talent and staying agile in the changing work environment. But, you can’t stop here. Once you have acknowledged the attitudes that are holding you back; have intentionally created a workplace culture; shown employees that you trust them; have identified incremental changes you can make; and observed the impact of those changes, it’s time to take the next step.

Be on the lookout next week for part II of The Changing Work Environment Series: Providing Autonomy.

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Leadership Essentials: Communicating with Clarity

Posted July 14, 2016
by admin

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The most important thing in communication is hearing what isn’t said. – Peter Drucker

A worker asked for a pay raise and got this note back from his supervisor: “Because of the fluctuation predisposition of your position’s productive capacity as juxtaposed to standard norms, it would be momentarily injudicious to advocate your requested increment.” The puzzled worker went to the supervisor and said, “Is this is about my pay raise I don’t get?” “That’s right,” said the supervisor.

As a leader one of the most important skills you will develop is communication. Unfortunately, it’s becoming one of the hardest skills to develop. The reasons for this vary. On the bright side, technology has increased our ability to communicate like never before. On the down side, conversational and social skills have waned because we prefer to text or send an email- thus avoiding actual human interaction.

Communicating with clarity is important for you as a leader. Those you lead don’t need to be like the man in the story above trying to figure out what you are saying. Here are a few simple guidelines to keep in mind going forward.

Keep it simple

Avoid as much as possible all the fancy corporate jargon. Keep it simple. Your goal here is not to impress people with your vocabulary but to inspire your team with your words and actions.

Keep it pithy

Don’t waste your people’s time with never ending meetings and chasing proverbial rabbits. The longer things drag out the more your people tune out. Have an objective, stick to it, and get going.

Be transparent

Nothing will endear your people to you more than to by being open and honest about where you are personally, where things are as an organization, and by reminding your people of the vision and the role they play in fulfilling it.

Be inclusive

Clarity is essential throughout your organization. As the leader you need to make sure everyone knows your heart and that you have their backs, and that they have all the knowledge and information they need to be successful.

Know when to speak, and speak on purpose

When communicating with your people it is important that you have a reason and purpose behind it. What you say and how you say it is important. What a team members “hears” and interprets may be very different from said and meant. Before you speak, think it through and put yourself in their shoes.

Know when to shut up

I’ve saved the most important for last. Clarity comes to us best not when we are speaking but when we are listening. The most powerful communication skill you have is your silence and your open mind. It is when you listen to your people that you have your greatest moments of clarity. Someone once said, “God gave you two ears and one mouth for a reason.” That’s great advice.

Communicating with clarity is essential to your success as a leader. Use these guidelines as starting points and build upon them. Your success as a leader depends upon it.

What tips would you add?

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