Three Questions for the Gray Areas of Leadership

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Photo Credit: Google Images

I love the gray areas, but I like the gray areas as considered by bright, educated, courageous people. – Alan Furst

A story is told of Lord Halifax, a former foreign secretary of Great Britain, who once shared a railway compartment with two prim-looking spinsters. A few moments before reaching his destination the train passed through a tunnel. In the utter darkness Halifax kissed the back of his hand noisily several times.

When the train drew into the station, he rose, lifted his hat, and in a gentlemanly way said, “May I thank whichever one of you two ladies I am indebted to for the charming incident in the tunnel.” He then beat a hasty retreat, leaving the two ladies glaring at each other.

I can just imagine the reaction of the two ladies when Lord Halifax left the compartment. Do you think they ever figured out that they had both been played? What lingering doubts did they leave with?

As leaders we pride ourselves in our values, mission statements, and principles that we subscribe to personally and professionally. But sooner or later our beliefs and assumptions will be challenged. Gray areas will emerge. What we once thought of in strict black and white terms become clouded. Now what?

Here are three guiding questions worth asking when the answers aren’t so clear.

  1. What does my head say?

When faced with gray areas in your leadership you can use your cognitive skills to walk       through all available options. Not every circumstance you face as a leader is going to have an answer readily available in some employee manual collecting dust on a shelf somewhere. There will be situations thrown at you that you didn’t prepare for nor did you see coming.

The key for you as a leader is to think through the situation and in a level-headed way in order to chart a path forward. One simple way to navigate through the gray area is to ask how your decision will either uphold or take away from your values.

  1. What does my heart say?

Gray areas compel us to think different. We wrestle with the gray areas because intuitively we know that life is not always predictable. Stuff happens. Our cognitive skills are important, but there does come a time we have to think with our hearts. Some situations call for emotional intelligence to find the answers we need.

The key for you as a leader is striking a balance between what you know in your heart and what you know in your head. How do you reconcile the two in gray areas to arrive at the best solution?

  1. What does my history say?

As a leader no doubt you’ve struggled with gray areas. Beliefs that you once thought were “settled” some time ago suddenly resurface and challenge your beliefs today. I’ve been there many times. Your growth as a leader is always evolving. The challenges you faced five, ten, twenty years ago are going to look different from the challenges you face today. And they should.

The key to dealing with gray areas in your leadership is to utilize all three questions in your approach. Welcome gray areas as an opportunity to grow and develop as a leader. In the end; trust your head, trust your heart, and lean on your history. This is where your judgment in dealing with the gray areas has been formed.

 

© 2016 Doug Dickerson

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Are You an Opportunistic Leader?

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Your big opportunity may be right where you are now. – Napoleon Hill

In Bits & Pieces a number of years back the story is told of an energetic young man who began work as a clerk in a hardware store. Like many old- time hardware stores, the inventory included thousands of dollars’ worth of items that were obsolete or seldom called for by customers. The young man was smart enough to know that no thriving business could carry such an inventory and still show a healthy profit. He proposed a sale to get rid of the stuff. The owner was reluctant but finally agreed to let him set up a table in the middle of the store and try to sell off a few of the oldest items. Every product was priced at ten cents. The sale was a success and the young fellow got permission to run a second sale. It, too, went over just as well as the first. This gave the young clerk an idea. Why not open a store that would sell only nickel and dime items? He could run the store and his boss could supply the capital.

The young man’s boss was not enthusiastic. “The plan will never work,” he said, “because you can’t find enough items to sell at a nickel and a dime.” The young man was disappointed but eventually went ahead on his own and made a fortune out of the idea. His name was F.W. Woolworth.

Years later his old boss lamented, “As near as I can figure it, every word I used in turning Woolworth down has cost me about a million dollars!”

When thinking of an opportunistic person what mental image comes to mind? For some it’s an image of a person seizing a moment in time to be unscrupulous or devious. But I’d like to frame it from a different perspective.

As a leader with influence you have many opportunities that come your way and not all of them have to do with what you gain. Often it’s about what you can give. Here are five characteristics of opportunistic leaders.

Opportunistic leaders take time to listen

This point might stand in contrast to the “leader” in the organization who is more accustomed to talking and being heard. But opportunistic leaders understand the value of listening to his or her people. The best leaders know that it’s not always about what you have to say that is important but in what you hear. Be an opportunistic leader and tune in to those around you. You might just learn something.

Opportunistic leaders look for ways to serve

Leaders who make their mark on the world do so by finding ways to serve others and causes greater than themselves. This can be done in so many ways and on so many different levels large and small. This opportunistic leader is less concerned about the limelight and simply finds joy in serving others and making their small corner of the world a better place to live. In what ways are you serving those around you?

Opportunistic leaders are always growing

Opportunistic leaders have a healthy appetite for personal growth and development. It’s understood therefore that it won’t happen by chance or without being intentional. What personal growth and development and leadership books are you reading? How about magazines like Success (my favorite) and other resources to help you sharpen your leadership skills? Opportunistic leaders are always striving to be better and make their personal growth and development a priority.

Opportunistic leaders build relationships

A good leader understands the value of relationships and will make building them a priority. An opportunistic leader knows that strong relationships are the foundation of his organization and it contributes to a healthy culture. As good of a benefit as that is; it’s even nicer for your people to know that you care about them as a person and that you see their worth not just for what they do but simply for who they are.

Opportunistic leaders are willing to take risks

Some might argue that risk-taking is throwing caution to the wind, but I beg to differ. Opportunistic leaders realize that this brief moment in time spent on earth is but a vapor and every moment is a gift from God to make a difference. Mark Twain said, “Twenty years from now you will be more disappointed by the things you didn’t do than by the ones you did.” I believe it’s true.

Opportunistic leaders are not in it for themselves. They are looking for ways to leave their mark on the world and to add value to others along the way.

Have you found your next opportunity?

 

©2016 Doug Dickerson

 

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Building Bridges and Tearing Down Walls

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Management is about arranging and telling. Leadership is about nurturing and enhancing. – Tom Peters

The Great Wall of China was built over hundreds of years to keep China’s northern enemies from invading. The Great Wall is so wide that chariots could ride across the top. It is one of the few manmade objects that astronauts can see from space as they look back on the earth.

But the Great Wall did not keep the enemy out. Do you know why? All the enemy had to do was bribe a gatekeeper. Despite the massive wall, there was an enemy on the inside that let the enemy on the outside in.

One of your most important responsibilities you have as a leader is to grow your corporate culture in a way that benefits everyone. But what happens when office gossip, professional jealousy, and turf wars build walls that place your company at risk? What is the fallout when walls go up and camaraderie is a faint memory of the past? Here are four critical areas that are impacted in your organization if walls are built or allowed to remain.

Loss of trust

The first line of defense for you as a leader as it relates to your corporate culture is the establishment of trust. When walls go up among your people trust is one of the first casualties along with it. Trust among your team is essential to your operation. If it doesn’t exist internally it’s going to be hard to nurture and develop it externally.

Trust is the foundation of your corporate culture. If there is no trust among the members of your team then your team is simply going through the motions. Trust is built when the walls come down and your people learn to work in harmony with one another. When they see each other as allies and advocates rather than adversaries then you trust can be established.

Lack of communication

When there is no trust then communication is going to suffer. If information is being withheld and secrets are kept, then good corporate culture is lacking. Walls keep people apart and when this occurs then the life blood of your company is missing. Everything rises and falls on trust and communication.

Consider for a moment how different things in your organization would be if there were not impediments to communication. Good communication can be a challenge in the best of times when there are no walls much less when they do exist. Communication in your organization will exist and thrive when you bring people together and make it a priority.

Lack of collaboration

Whatever the cause for the walls that exist – clicks, territorial disputes, petty office politics, etc. one thing is certain – relationships suffer. A strong work environment and the collaborative process are dependent upon good relationships – the very thing the walls have destroyed.

A healthy collaborative process can be very beneficial. When team members come together and check their baggage and their egos at the door, it can make a huge difference in the productivity of the organization. But this can’t happen within the confines of walls that are far too often supported by pride. When team members see their differences as strengths and their diversity as an advantage then collaboration can thrive.

Lack of credibility

Walls can be detrimental to any organization and every leader faces the challenge of how to deal with the underlying issues that lend itself to their creation. It’s a frustrating process and I understand the challenge it presents.

But the credibility of your organizational structure is on the line when walls of division that lead to a lack of trust, communication, and collaboration are allowed to linger. Chances are it’s only one or two disgruntled people who are the chief antagonists giving you this headache. But nonetheless, walls are being built because well-meaning team members may know of no other way to deal with it.

As a leader you must be proactive in the implementation and development of your corporate culture. It’s not an auto-pilot feature that you can turn on and then ignore as you move on to other issues. As a leader the best things you can do is learn how to build more bridges and tear down a lot of more walls.

What do you say?

 

© 2016 Doug Dickerson

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Six Ways to Rise Above Your Critics

critics

To escape criticism- do nothing, say nothing, be nothing. – Elbert Hubbard

A story is told of Winston Churchill and his extraordinary integrity in the face of opposition. During his last year in office, he 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 men and said, “Gentlemen, they also say he is deaf.”

Critics. Every leader has them and every leader will. How you respond to critics is an important component of your leadership development. It’s all too easy to get defensive when critics rub us the wrong way or misunderstand us. But can you appreciate a critic when he or she is right? Rising above your critics takes courage. Here are six ways to do it.

Keep a positive attitude.

Zig Ziglar said, “Your attitude, not your aptitude, will determine your altitude.” He’s right. How high and how far you go as a leader will be determined by your attitude. Nothing will give you a bad attitude any quicker than a wrong reaction to a critic. Basic things you will want to know regarding a critic are the source, the accuracy, the ramifications, and your reaction – if there even needs to be one. Regardless, stay positive and focused on the big picture.

Stay true to your values.

Don’t allow your critics to throw you off of your game. Stay grounded and connected to the values that have guided you to where you are. Values do not change but are guideposts when your circumstances do. The values and principles that brought you to where you are will keep you there so handle your critics with that in mind.

Speak no evil.

Seriously? Yes. Engaging in mud-slinging with your critics only hurts you in the long run. Unless what they have spoken or done is libelous then don’t waste your time in a verbal battle. Be content in knowing that the truth is on your side. There is no greater satisfaction than in knowing that you can look yourself in the mirror and lay your head down at night with a peace that comes from knowing you did the right thing regardless of how others behaved.

Don’t retaliate.

There will be times when you will want (and those close to you) to retaliate against critics. There is something about human nature that wants to fight back and get revenge and settle the score. I get it. But again, the end result will never be good for you. As hard as it may be there are times when you just have to let it go. Don’t worry if you lose a battle today, you are going to win the war if you keep your heart right.

Give them more ammo.

Most of the critics you will encounter are simply those who have some kind of vendetta or jealousy directed toward you. As opposed to stooping down to their level why not give them more ammo? As you do the right thing by continuing to work hard and by exhibiting good leadership, you will only become more successful. Nothing will annoy your critics more than your continued success.

Don’t lose your sense of humor.

One of the most important leadership skills you can develop is a sense of humor. Churchill exhibited it towards the men who spoke ill of him.  Your critics will stir up a wide range of emotions and reactions that you will want to run with. But if you laugh – at them, and at yourself, half the battle is won.

What do you say?

© 2016 Doug Dickerson

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Are You Checking in or Checking Out?

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A leader is the one who knows the way, goes the way, and shows the way. – John Maxwell

Employee engagement is as vital to your success as a leader as ever. When a Gallup survey reports that only 30 percent of U.S. employees are engaged in their work what do you think that says about leadership engagement?

The question we would like to pose to you is simply this: are you checking in or checking out as a leader in the way you engage your people? Your answer matters because in it reside signals not just to your leadership style but to the health of your organization.

Here are a series of questions we would like to pose to you for your consideration; a check-up if you will as to your engagement levels with your people and the state of your leadership effectiveness.

Do you know your employees on an individual basis?

Like any smart leader in business you make it a priority to know your customer. Knowing your target audience is critical to your bottom line. If it is important to you to know your customer does it not stand to reason that you should know the people serving your customer?

When you don’t take the time to get to know your employees on an individual basis, it clearly shows that you don’t care. How hard will an employee work for a leader who does not care? You will not get anywhere near the productivity or quality you need from employees if you do not show that you care about their well-being.

Check-In Tip: Get to know your employees on an individual basis. How are their families? What are their hobbies? How was their recent vacation?

Do you know what is happening on the ground level?

One of the dangers leaders can find themselves in is being too far removed from the front lines of the operation. We understand that the responsibilities you face as a leader in part take you away from the front lines so it must be a priority for you to return.

There is no way for you to know everything; when you distance yourself from what is happening on the ground level it’s like putting blinders on. What issues might slip by you? What opportunities might you miss?

Check-In Tip: Get out on the floor; make your presence the norm. Be observant and engaged with what is happening on the ground level.

Do you have the right people in the right positions?

Your effectiveness as an organization is realized not when you have a lot of people but when you have the right people in the right place. When people play to their strengths and are passionate about what they do then your organization will excel.

None of your employees want to be just a warm body, and most of your tasks require some form of specialized knowledge or skill. When you give little thought to where employees can make the greatest contribution to the organization, you are crippling your operations and minimizing the importance of individual contributions.

Check-In Tip: Learn where your employees’ strengths lie. Then place them in positions where they will be engaged and challenged while making the greatest contribution to the organization.

Can your employees count on you?

The people in your organization need to know that you are a leader who is reliable and will have their backs. You foster trust and earn respect not merely by your words but in your day-to-day actions that demonstrate your commitment to their success.

If your employees don’t feel they can count on you, we’d be willing to bet that they won’t go out of their way to be there for you either. If you send the message to your employees that it’s every man for himself, be prepared to be left standing on your own.

Check-In Tip: Show your employees that you have their backs; knowing that they can count on you is a key factor in gaining the trust and respect you need to be an effective leader.

So, are you checking in or are you checking out? As a leader, you are setting the example for employees to follow. If you are not connecting with your employees and engaging in operations at the ground level, your employees will follow suit. And, disengaged employees do not reflect well on any leader and do not benefit the organization as a whole.

 

© 2016 Doug Dickerson and Elizabeth Stincelli

 

 

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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Finding the Courage to Lead

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Courage means to keep working in a relationship, to continue seeking solutions to difficult problems, and to stay focused in stressful periods. – Denis Waitley

One summer morning, as the story goes, Ray Blankenship was preparing his breakfast on what he thought would be a normal morning. Except there was nothing routine or normal about the events about to unfold. On this morning, he gazed out the window, and saw a small girl being swept along in the rain-flooded drainage ditch beside his Andover, Ohio, home.

Blankenship knew that farther downstream, the ditch disappeared with a roar underneath a road and then emptied into the main culvert. Ray dashed out the door and raced along the ditch, trying to get ahead of the foundering child. Then he hurled himself into the deep, churning water. Blankenship surfaced and was able to grab the child’s arm. They tumbled end over end. Within about three feet of the yawning culvert, Ray’s free hand felt something–possibly a rock– protruding from one bank. He clung desperately, but the tremendous force of the water tried to tear him and the child away. “If I can just hang on until help comes,” he thought. He did better than that. By the time fire-department rescuers arrived, Blankenship had pulled the girl to safety. Both were treated for shock.

On April 12, 1989, Ray Blankenship was awarded the Coast Guard’s Silver Lifesaving Medal. The award is fitting, for this selfless person was at even greater risk to himself than most people knew. Ray Blankenship can’t swim.

The courage of Ray Blankenship is certainly admirable. What he did speaks volumes about the human spirit and rising to the challenges in spite of the circumstances. As a leader you may not be forced to face life-threatening situations such as Ray, but it can be challenging nonetheless.

As if you need to be reminded, I will say if for the record; not everything about leadership is glamourous. Courage is the virtue to embrace when times are tough and you need strength to lead effectively. Hang around in leadership long enough and you will soon realize that were it not for uncommon courage in difficult times, you would not be where you are today. Finding the courage to lead is imperative to your leadership. Here are five reasons why.

You need courage to voice your convictions

People tend to gravitate to leaders who project confidence. You will be hard pressed to find a leader weak on convictions and short on courage who is making a difference. Courage empowers you to step up, speak up, and lead with clarity.

You need courage to face your fears

As leaders we all face fears and times of uncertainty. It comes with the territory. But courage empowers you to see through the fear and see the rewards that await on the other side of it. Despite the fact that Ray Blankenship could not swim, he did not allow the fear of the water to stop him from saving the girls life. When you set your fears aside and lead with courage the sky is the limit as to what you can achieve.

You need courage to dream bigger dreams

Speaking of what you can achieve—what are the dreams and aspirations that motivate you? Perhaps it is to write a book, travel the world, become a noted speaker, or be an entrepreneur, etc. Too often all people see are the challenges and obstacles that stand in the way. You need courage to embrace those dreams and goals. They are not impossible, but are only possible when you summon the courage you need to take the first steps.

You need courage to ask for help

A casual study of any successful leader will turn up this common conclusion- they did not do it alone. A common mistake many novice leaders make is the belief that they can. But if you want to be successful as a leader you will need courage to recognize your own strengths and weaknesses and how to surround yourself with people who can help you in those areas.

You need courage to stand alone

John Maxwell was right when he said, “It’s lonely at the top so you’d better know why you are there.” There will be times as a leader you will have to stand alone. Not because it is your preference but because not everyone will, or can, take the journey with you. It may be because they have not bought into the vision or do not share your convictions. You will need courage to do the right thing even if it means standing alone.

Nelson Mandela said, “I learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.” Dare to face your fears. Dare to face the headwinds of adversity. Because when you are empowered with courage, you will rise to a new level of leadership that others only dream about.

 

©2016 Doug Dickerson

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How Anger Shapes You as a Leader

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We boil at different degrees. – Clint Eastwood

A story is told of the 18th-century British physician John Hunter, who was a pioneer in the field of surgery and served as surgeon to King George III, who suffered from angina. Discovering that his attacks were often brought on by anger, Hunter lamented, “My life is at the mercy of any scoundrel who chooses to put me in a passion.” These words proved prophetic, for at a meeting of the board of St. George’s Hospital in London, Hunter got into a heated argument with other board members, walked out, and dropped dead in the next room.

As a leader it is important to know how to deal with anger. Let’s face it, we’ve all had moments when our anger has got the best of us and we’ve said and down things in hindsight that we wish we hadn’t. Yet how we deal with our anger is what will distinguish us as a leader who commands respect. So here are a few helpful reminders and solutions to keep in mind before anger gets the best of you.

Not all anger is bad

The scripture says in Ephesians 4:26, “Be angry and do not sin, do not let the sun go down on your wrath.” There is a line when you get angry that you do not want to cross. It’s the point where words and actions can do irreversible harm. But anger itself is not bad. It means that you are invested, care, and are passionate about something. Understand that your emotion of anger is not bad, it all comes down to your response.

Not all pleasantness is good

As a leader you need to set the example with your attitude and actions and with the composure you present to your people. All smiles and little truth telling can be just as harmful as misguided anger. Expectations with your team need to be clear. As a leader you need to strike a balance between anger that hurts you and pleasantness that weakens you.

Anger is your stop sign before taking action

Before acting on anger that may have been building up over a span of time– stop. Important to consider here is an understanding of why you are angry, whom your anger might be geared toward, and what the proper actions should be going forward. This is where you earn your stripes as a leader and what you do in your moment of anger will be make you or break you.

It was said that when Abraham Lincoln had to write a letter to someone who had irritated him, he would often write two letters. The first letter was deliberately insulting. Then, having gotten those feelings out of his system, he would tear it up and write a second letter, this one tactful and discreet. Perhaps, like Lincoln, you need to sit down and write two letters, but never act out in anger in a way that is unbecoming to your leadership.

Anger is your catalyst for improvement

As already stated, anger is neither good nor bad, what’s critical is your response. If you channel the energy produced by anger in the right direction it can produce positive results that can be helpful. Perhaps you are angry over quarterly earnings that did not meet expectations. Channel that energy in a way that challenges your team to find new approaches or ways to improve. When you tap into that energy in a positive way it can be just the spark you need to turn things around.

Anger is your responsibility to confront

As a leader you carry a weight and responsibility that most know nothing about. All the pressures you bear have a way of adding up and weighing you down. Despite all the illusions of grandeur, leadership can be tough and can take a toll.

It is important that you take ownership of your issues with anger. Key areas that will make a world of difference (not an exhaustive list) in your leadership and keeping your anger under control is when you learn how to manage your time, learn how to delegate, take time to get away and recharge, set realistic expectations, pay attention to your diet and exercise, make yourself accountable to others, and your spiritual discipline.

Anger, like your attitude, is an emotion to be managed and channeled in the right direction. Either you will shape your anger or your anger will shape you.

 

© 2016 Doug Dickerson

 

 

 

 

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Excess Baggage: How to Lighten Your Load as a Leader

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Positive thinking will let you do everything better than negative thinking will. – Zig Ziglar

Writing in The Living Faith, Lloyd C. Douglas tells the story of Thomas Hearne, who, “in his journey to the mouth of the Coppermine River, wrote that a few days after they had started on their expedition, a party of Indians stole most of their supplies. His comment on the apparent misfortune was: ‘The weight of our baggage being so much lightened, our next day’s journey was more swift and pleasant.’

Hearne was in route to something very interesting and important; and the loss of a few sides of bacon and a couple of bags of flour meant nothing more than an easing of the load. Had Hearne been holed in somewhere, in a cabin, resolved to spend his last days eking out an existence, and living on capital previously collected, the loss of some of his stores by plunder would probably have worried him almost to death.”

As leaders we often carry a lot of baggage that weighs us down. Perhaps it is the baggage of stress, personnel issues, financial challenges, etc. It’s time to identify this baggage and make changes that will make you a more effective leader.

How different would your life be as a leader if the excess baggage you carried was lightened? Think of how much more productive your day could be without having to shoulder the weight of that baggage. Are you ready to experience it? Here’s how.

If it’s not your baggage- don’t claim it

Unfortunately, many leaders fall into the trap of trying to be all things to all people. While your heart might be in the right place it will only bog you down as a leader. It’s neither your place nor responsibility to be all things go all people or to involve yourself in matters that can easily be handled by others. While it might make you feel good or look good in the eyes of your people, it will burn you out as a leader.

As it pertains to this excess baggage it would do you well to live out the spirit of the Polish Proverb that says, “Not my circus, not my monkeys.”

 

Travel light for greater results

What Thomas Hearne learned from his misfortune was that the journey was more swift and pleasant with a lighter load. How much more effective could you be as a leader if your load was lightened? It’s when you cut loose from the excess baggage that weighs you down that you make the most progress.

What excess baggage is holding you back and slowing you down? For best results remember – travel light.

Get a fresh perspective

When Hearne’s load was lightened he had a different perspective. Where before it might have seemed burdensome and hard, now it was more manageable. When carrying excess baggage it’s easy to get stressed or have a bad attitude.  It was when he lost what he thought was important that he began to see things in a different light.

When you lighten your load as a leader you will get a fresh perspective of what is important, who is important, and why you should have acted sooner. Nothing will invigorate you more as a leader than a fresh perspective and a lighter load.

Get real about your priorities

Don’t be your own worst enemy. You don’t have to claim baggage (especially that from other people) that is not yours, you don’t have to be the “answer man” for everyone’s problems, and at the end of the day, you are expendable. Don’t allow your pride to tell you otherwise. That being said; get real about your priorities. Set boundaries and stick with it.

Here is an exercise for your consideration: Make a list of some of the “excess baggage” that you are dealing with at work/home and figure out what you need to take ownership of- that which is truly within the realm of your responsibility. Then make a list of what you need to cut loose. Set a target date by which you intend to free yourself from each item. Keep working the list until you are moving more swiftly and the journey is more pleasant.

Your work as a leader will be more productive and pleasant when you are focused on what belongs to you. Your stress levels will diminish when you are not worrying about baggage that does not belong to you. Don’t be afraid to lighten your load. Your leadership depends on it.

 

© 2016 Doug Dickerson

 

 

 

 

 

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If These Walls Could Talk: Building a Legacy Worth Remembering

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In this bright future you can’t forget your past. – Bob Marley

Over the years I’ve had the privilege of visiting numerous art galleries and museums around the world. Included on the list are the National Museum of Art in Washington, D.C. and venues in other places like Boston, London, and Athens. Each have a certain appeal and allure that awaken the imagination with images and history that have enriched lives for centuries. How can one not glance upon the work of Monet, da Vinci, Raphael, or Picasso and not be inspired? The priceless pieces of work that hang on those hallowed walls is captivating.

Suppose the walls in your place of business or your organization could talk; if they could tell your story to the world, what impression would people come away with? If your place of business were to be a museum 100 years from now, what would be the main takeaway people would have about the work you did, the culture you practiced, and your contribution to those you served?

Glassdoor recently published its lists of the Best Places to Work 2016 (http://bit.ly/1lN0I2p). Companies making the list include Google, Facebook, LinkedIn, Zillow, Expedia, Delta, and topping the list: Airbnb. The winners, according to Glassdoor are “determined by the people who know these companies best—their employees.” I encourage you to read the list and reviews for yourself. But here is a key take-away – people thrive where people are valued.

If the walls of your organization could talk 100 years from now what would they say? The message a century from now is being scripted today. What is the message others will read about? Would you be embarrassed or proud? If your walls could speak, let these four things be your message.

It was a place with a purpose

Fundamentally the most important thing as it relates to your organization is to know your ‘why’. It’s as you operate in the capacity of this knowledge that everything else makes sense. Without it you are adrift and you will always struggle to find your way.

Howard Behar, former President of Starbucks writes, “At Starbucks, I’ve always said we’re not in the coffee business serving people, we’re in the people business serving coffee.” Once you know your ‘why’ your purpose becomes clear.

Let the walls talk about what a great purpose you had and that you leveraged every resource to fulfill it.

They were a people who cared

Many companies proclaim a strong company culture but fail to deliver. As such, trust is lost, morale is low, and productivity falters. Clearly stated, it’s not what you say that matters or makes the difference, it’s what you do. If the walls of your company could speak 100 years from now how would you be portrayed in terms of how you treated your people?

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!” Evidently, MindBody is a company that understands this concept and is putting it into practice. At the end of the day, people don’t care how much you know until they know how much you care.

Let the walls speak with fond recollection of a company who knew the importance of caring for its people.

They overcame adversity

Today we remember triumphal moments in history not because people like the Wright brothers failed, or Edison’s lab was destroyed by fire, or that J.K. Rowling’s script for Harry Potter was rejected about a dozen times, or that Disney was fired by a newspaper because he “lacked imagination and had no original ideas”, no- we remember them because they didn’t quit!

[youtube https://www.youtube.com/watch?v=Y6hz_s2XIAU&w=275&h=275]

The success of your organization rests within the will, strength, and determination of its people, to stare down adversity, and come through on the other side. It’s how every successful organization have done it and yours will not be an exception.

Let the walls tell the story of hope and inspiration and that when adversity came you didn’t back down but instead rose to the challenges of your day.

They never stopped growing

Personal growth and development is the bread and butter of leaders. Leaders who are intentional about growing and developing rise to the top. At the heart of any successful business or organization is leadership that recognizes its importance at all levels. In order to remain competitive in this global economy one must never stop growing and learning.

A review for Hubspot (#4) reads, “Leadership places a heavy emphasis on employee growth across all divisions, from tuition reimbursement to offering opportunities to take on challenges outside your core responsibilities.” That sounds to me like a company that “get’s it” and their employees applaud it.

Let the walls tell your story of relentless devotion to learning. Your commitment will ensure that your team has every resource and tool to compete and succeed. And wouldn’t it be nice if the walls would say, “They’re not done yet!”?

 

© 2016 Doug Dickerson

 

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Why Do the Good Ones Leave?

quit

If your actions inspire others to dream more, learn more, do and become more, you are a leader. – John Quincy Adams

How is the organizational culture where you work? How is morale? Depending on the day and when asked, the answers can run the gambit of responses and emotions.

A document was discovered in the ruins of a London office building. It was dated 1852. Here are a few of the notices that were posted for a group of employees: 1) This firm has reduced the hours of work, and clerical staff will only have to be present between the hours of 7 a.m. and 6 p.m. weekdays, 2) Now that the hours of business have been drastically reduced, the partaking of food is allowed between 11:30 and noon, but work will not on any account cease, 3) No talking is allowed during business hours, and 4) The craving for tobacco, wine, or spirits is a human weakness, and as such is forbidden to all members of the clerical staff.

Would you like to reconsider your answer about morale in your organization now?

Here’s what we do know from polling and surveys, like this one from Gallup (http://bit.ly/1uUCjpX) that reports employees are just not as engaged as they once were.

It’s been said that people don’t quit organizations, they quit leaders. It’s a sad but true commentary on the lack of leadership skills that are so desperately needed in the workplace.

There are consequences to poor leadership and where it’s not present, people will leave to find it. Inevitably it’s the good employees who leave. Left behind is a weakened and demoralized team forced to pick up the pieces.

But why do the good ones leave? What is the tipping point in which a good employee will cash in the chips and bolt? The specifics vary, of course, but typically the good ones leave for these reasons.

The good ones leave because of leaders with no backbone

This type of leader plays to the crowd and will say whatever he or she thinks you want to hear. The good ones had rather hear the uncomfortable truth than the pleasant sounds of an appeaser. The good ones want a leader who is not afraid to make the difficult decisions.

The good ones leave because of leaders with no vision

The good ones long for and thrive in an environment where the leader has a vision for the future, can articulate it, and sets a course of action that will take them there. The good ones understand that without a clear vision for the future there is no future to be had by staying.

The good ones leave because of leaders with no skin in the game

It will be hard to command the respect of your people if you have no skin in the game as it relates to your organization and its mission. You can’t expect a buy-in from your people if you are not fully invested yourself. The good ones seek to be with leaders who are as passionately invested as they are.

The good ones leave because of leaders who place limits on their potential

The good ones will thrive in a culture of excellence where their hard work and talents are put to best use. The good ones will not sit idly by while the leader plays politics or favorites and be denied the opportunity to advance professionally.

The good ones leave because of leaders with no accountability

The good ones fundamentally understand that accountability and transparency are the cornerstones of success. When a leader no longer feels the need to be transparent or be accountable for his or her actions, then the good ones will not stay. Trust is like glue for the leader, is there is none, people won’t stick.

The good ones leave because of leaders with no boundaries

Ultimately, the leader is responsible for the culture of the organization. If proper boundaries are not being observed and inappropriate behaviors are being tolerated- such as bullying, then the good ones will not stay in that environment.

The good ones leave because of leaders with no integrity

At the end of the day it all comes down to the integrity of the leader. The good ones want their leader to be a person of integrity and one they can trust. If integrity is lacking in the leader then integrity will be lacking in the culture. The good ones will leave to avoid the connection.

Many personal factors contribute to the reasons why the good ones tend to leave and move on. I’ve discovered that it’s not always for the money or a promotion. The good ones understand the wisdom of the words of John Maxwell who said, “Everything rises and falls on leadership.” That’s why the good ones leave- to be with good leaders.

What do you say?

 

© 2015 Doug Dickerson

 

 

 

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