coaching – Page 3 – Doug Dickerson on Leadership

Becoming a Better Team Player

Posted March 27, 2015
by admin

If a team is to reach its potential, each player must be willing to subordinate his personal goals to the good of the team. – Bud Wilkinson

To highlight its annual picnic one year, a company rented two racing shells and challenged a rival company to a boat race. The rival company accepted. On the day of the picnic, everyone entered into the spirit of the event. Women wore colorful summer dresses and big, floppy hats. Men wore straw skimmers and white pants. Bands played and banners waved. Finally the race began.

To the consternation of the host company, the rival team immediately moved to the front and was never headed. It won by 11 lengths. The management of the host company was embarrassed by its showing and promptly appointed a committee to place responsibility for the failure and make recommendations to improve the host team’s chances in a rematch the following year. The committee appointed several task forces to study various aspects of the race. They met for three months and issued a preliminary report. In essence, the report said that the rival crew had been unfair.

“They had eight people rowing and one coxswain steering and shouting out the beat,” the report said. “We had one person rowing and eight coxswains.” The chairman of the board thanked the committee and sent it away to study the matter further and make recommendations for the rematch. Four months later the committee came back with a recommendation: “Our guy has to row faster.”

We hear much today about teamwork and intuitively we understand its importance. Unfortunately, too many want to sit in the boat and shout out instructions and too few want to row.

Becoming a better team player is an evolving process. It requires continual work and evaluation. Perhaps a few questions are in order to help you gauge your effectiveness as a team player in your organization. Here are a few for starters.

Is my niche still a fit?

Every team player has a niche as it relates to his or her role on the team. It’s important to know what it is. It’s even more important as time goes on to make sure that your growth and the growth of your organization are in harmony. If the team has outgrown you, or you have outgrown the team, then adjustments need to be made.

Do I still have the right motives?

Effective team players think “we” over “me”. If that has changed or you’ve succumbed to playing politics to get your way then perhaps you are not the team player you once were. Team players at heart are selfless and are willing to set aside their personal agendas for the good of the team.

Am I supportive of my teammates?

A good team player doesn’t allow petty jealousies to take root and can celebrate the accomplishments of fellow teammates. Why? Because when one succeeds the team succeeds. Being a good team player is about being a good sport. When you are willing to share the spotlight eventually it will shine on you.

Am I still coachable?

The most difficult player on any sports team is the one who thinks he knows it all and can’t be coached. This type of attitude is drain on the rest of the team. When a team member goes rogue it creates a vacuum that other team members have to step up and fill. So be honest; are you still coachable? A smart leader knows there is still more to learn and a wise leader is humble enough to acknowledge it.

Am I still passionate?

A good team player is passionate about the mission and vision of the organization. Do you still have that ‘fire in the belly” that inspires you to be your best, give your best, and bring out the best in your teammates? That type of passion is what championship teams are made of and is what will see you through adversity and lead you to victory.

Baseball great babe Ruth said, “The way the team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.” That is the secret to the success of your team and it’s the secret to your success as a team player. As you commit yourself to your teammates the possibilities of great success can’t be overstated.

Becoming a better team player is about intentionally looking inward from time to time and making adjustments where needed.

Are you a team player?

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Three Difficulties Every Leader Should Embrace

Posted March 19, 2015
by admin

When we long for life without difficulties remind us that oaks grow in contrary winds and diamonds are made under pressure. – Peter Marshall

An old woodsman gives this advice for catching a porcupine: “Watch for the slapping tail as you dash in and drop a large washboard over him. The washboard will give you something to sit on as you ponder your next move.”

As a leader dealing with difficulties is not a new phenomenon to you. Workplaces are an ever present source of stress in people’s lives. The American Institute of Stress (http://bit.ly/1i5E7Zs) identified workload as the number one cause of stress by employees followed by people issues, juggling work and personal issues, and lack of job security.

Because you are surrounded by so many people who are stressed it’s important to keep your leadership skills sharp. Difficulties will come to you as a leader. But here are three you should always welcome because in doing so you will be a stronger and more effective leader.

The difficulty of personal growth

You have to take ownership of your personal growth as a leader. Your effectiveness in leading your team hinges on your ability to lead yourself. It’s all too easy to put personal growth on the back-burner; after all, we are stressed ourselves. We have meetings to attend, clients to meet, personnel issues to resolve, deadlines that are looming, and the list goes on.

But no amount of busyness will ever replace your need for a personal growth plan. How can you grow leaders around you if there is no growth in you? Regardless of how busy your life is you need to find the time to read, join a mastermind group, attend workshops, listen to audio CD’s during your morning commute, etc. Conquering the difficulty of personal growth can be a challenge but it’s a non-negotiable if you want to be effective.

The difficulty of forward thinking

The bedrock principles of leadership such as trust, loyalty, ethics, values, communication, etc. are your foundations. They are the principles you stand upon that keep you grounded as a leader. They are timeless. But your effectiveness as a leader also rests with your ability to adapt to your present circumstances with forward thinking.

This can be difficult for a leader because it’s all too easy and much too predictable to stay in our comfort zones. But the comfort zones of yesterday will not always serve you well tomorrow. The challenges are new and different. Business is not just local; it’s global, and the way we communicate is ever evolving. Forward thinking combined with timeless values can position you for the future and the challenges you face. Let your values be your guide but keep an open mind.

The difficulty of building community

Building community is an emotional investment and challenge that many leaders are just not up for. It can be a thankless job. It’s difficult. I get it. But your success as a leader and the successes of your organization are directly tied to a strong sense of community and relationships. And it begins at the top.

John Maxwell says, “Don’t ever underestimate the importance of building relational bridges between yourself and the people you lead. There’s an old saying: To lead yourself, use your head; to lead others, use your heart. Always touch a person’s heart before you ask him for a hand.” When you embrace what is difficult about building relationships it will revolutionize your leadership and your results.

The simple truth is this: people are your most appreciable asset. People are more important than your brick and mortar, product or location. When you get community and relationships right then everything else will fall into place.

Being a leader is not always easy but it’s very rewarding when you embrace what’s difficult. When you do it changes everything.

What do you say?

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Take Your Leader Down From The Pedestal

Posted March 13, 2015
by admin

Contrary to what you may think, good executives don’t want to be worshipped. – Howard Behar

Everyone has leaders they respect and admire. I know I do. Along my journey I’ve been privileged to meet some rather interesting people. Included on the list are four U.S. Presidents and other political figures, famous athletes, actors, musicians, and authors. Some had large egos while others came across as more grounded and down to earth. While the trajectory of each person’s career path took them to differing places of fame and work they each embraced their talents and made the most of it.

Within your business or organization are leaders who are striving to make a difference. Some may be succeeding on a grand scale while others are struggling to find their way. So what can you do to help your leader, and yourself, in the process? One of the first things I’d suggest you do is this: take your leader down his or her pedestal. Here’s why.

It’s all about perspective. Let’s examine this from your leader’s perspective. If you are worshipping your leader then he or she has two primary concerns they wrestle with, (1) your motives and (2) your loyalty. If you are worshipping your leader and are always kissing-up to them they will always wonder why. In addition, they tie your loyalty to their tenure and not much more.

Now let’s examine things from a different perspective and look inward. So long as you keep your leader on a pedestal you will have two primary conflicts to wrestle with, (1) freely speaking the truth out of fear of repercussion, and (2) the appearance of misplaced priorities. Each struggle has ramifications and if they are holding you back then your pedestal is your greatest obstacle moving forward.

When you take your leader(s) down from the pedestal it opens up a whole new realm of possibilities. Here’s how you can do it and why it matters.

Embrace their humanity

What most leaders want you to know is that they are surprisingly human. They have the same struggles, concerns, hopes and dreams as everyone else in the office. Just like you, your leader is not perfect and makes mistakes. Instead of being overly critical perhaps you can be a little more forgiving. So long as you idolize your leader because of their position and not as a person then you fail to see what is most important to them. At the end of the day they’d rather not be above you, they would prefer to be beside you.

Welcome authenticity

Once you take your leader(s) down from the pedestal then authenticity and transparency can begin. So long as you look at your leader through rose-colored glasses then it’s hard to move forward in a meaningful way. Open and honest working relationships include the good, the bad, and the ugly. It’s a natural by-product of being human. What makes you an adult is the way you work through the difficult times and come out on the other side with something to celebrate. An authentic leader will respect you more if you idolize them less.

Build community

Once you embrace the humanity of your leader(s) and welcome authenticity then building community is the reward. Most leaders want to build a team of committed and like-minded people who share the same vision and will work passionately to get there. So long as your leader is on a pedestal being idolized, or in a worse-case scenario – feared, then community will suffer. Your collective strengths and weaknesses form a powerful combination of all the skills you need to do great things. But it won’t happen until shoulder to shoulder you are working together in community as a team.

Taking your leader down from the pedestal is not about abolishing lines of authority or diminishing your respect. Ultimately, it’s about how to move out of an “idol” status with your leader to something more beneficial.

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Are You a Leader With an Identity Crisis?

Posted February 13, 2015
by admin

Getting in touch with your real self must be your first priority. – Tom Hopkins

A story is told of the renowned artist Paul Gustave Dore who lost his passport while traveling in Europe. When he came to a border crossing, he explained his predicament to one of the guards. Giving his name to the official, Dore hoped he would be recognized and allowed to pass.

The guard, however, said that many people attempted to cross the border by claiming to be persons they were not. Dore insisted that he was the man he claimed to be. “All right,” said the official, “we’ll give you a test, and if you pass it we’ll allow you to go through.” Handing him a pencil and a sheet of paper, he told the artist to sketch several peasants standing nearby. Dore did it so quickly and skillfully that the guard was convinced he was indeed who he claimed to be. His work confirmed his word.

It cannot be overstated how important your identity is as a leader. If you have a false sense of identity it will create a void in your leadership that will hurt you. Understanding your identity is Leadership 101 but if you don’t get this you will pay a price.

Are you a leader with an identity crisis? Here are three ways to find out.

You rely on your title instead of your values

This is a common mistake with new leaders. Leaders who do this tend to overplay their hand because they think their title or position carries enough clout to lead. This approach is an identity crisis waiting to happen. Here’ why.

When your values and character take a back seat to a title or position then it’s likely that you will wash out at some point. In, The 5 Levels of Leadership, John Maxwell states, “Your values are the soul of your leadership and they drive your behavior.” And this is the crux of your identity. Better to hold tight to your values than try to muscle your way to the top without them.

Key takeaway: In the end, what defines you as a leader is not your title or position; it’s your character and values. Whenever you confuse the two you are having an identity crisis.

You rely on rules instead of relationships

Leaders who rely squarely on their title as a means to enforce their rules tend to miss the big picture about relationships. Its been said that rules without relationships breeds rebellion. And when you are more concerned about dictating rules and regulations than you are about building relationships then you are a leader with an identity crisis. Here’s why this matters.

People tend to follow leaders they like and respect. If your people only see you as the office Sherriff and not someone they can relate to on a personal level then you are depreciating your potential as a leader. At the end of the day your people want a leader they can relate to not one that they fear.

Key takeaway: When you are heavy on relationships you can be light on the rules. Now you can devote your time and energy to what matters most – your people and your shared success.

You rely on receiving instead of giving

The magnitude and duration of your identity crisis in leadership is contingent upon learning these basic tenants. In short; it’s not about you. The depth, length, and reach of your leadership will never be measured by what you receive but by what you give. Here’s why it matters.

Leaders are givers. True leadership is about reproducing and raising up more leaders – not more followers. When this truth comes to light it creates a paradigm shift in your thinking, your actions, and your motives. J. Donald Walters expressed it this way, “Leadership is an opportunity to serve. It is not a trumpet call to self-importance.” Do the math: Creating more followers is about addition. Creating more leaders is about multiplication.

Key takeaway: Be generous. Don’t measure your success as a leader by accolades or plaques, but by how you invested your time, talents, and treasure in the lives of those you served.

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The Two Faces of Conflict

Posted February 6, 2015
by admin

The harder the conflict, the more glorious the triumph. – Thomas Paine

A story is told of two men who lived in a small village that got into a terrible dispute. They could not resolve it so they decided to talk to the town sage. The first man went to the sage’s home and told his version of what happened. When he finished, the sage said, “You’re absolutely right.” The next night, the second man called on the sage and told his side of the story. The sage responded, “You’re absolutely right.” Afterward, the sage’s wife scolded her husband. “Those men told you two different stories and you told them they were absolutely right. That’s impossible, they can’t both be absolutely right.” The sage turned to his wife and said, “You’re absolutely right.”

Leaders know a thing or two about conflict. And most don’t like it. But conflict or “storming” as I once heard it described, can be beneficial if handled the right way. Much of what you hear in leadership or management circles focuses on conflict “resolution” which is based largely off the belief that conflict is always harmful. But is it? Can an organization embrace a healthy form of conflict that works for the organization in a positive way? I believe so. Here are two key lessons about conflict and their characteristics that you need to know.

The conflict that divides us

There is no denying that unresolved conflict can be very detrimental to an organization. But a greater question needs to be addressed. Do you want the conflict to go away as quick as possible because it makes you uncomfortable or do you want to get to the root of the problem? A Band-Aid approach will not help you in the long run. What are some of the characteristics of the conflict that divides us? Here are a few:

Clashing values. One of the most significant causes of conflict that divides organizations happens over clashing values. When values are not clear, not embraced, or are compromised then the end result will be unhealthy conflict.
Personal agendas. If the people within your organization place their personal agendas over the mission of the organization then conflict that divides will exist. If your people are score-keepers and are only interested in what’s in it for them then perpetual conflict will ruin your organization.
Lack of trust. Most conflict that divides any organization at its root is a trust issue. If team members do not feel they can trust each other- or their leader, then conflict is inevitable. Conflict is the language of lost trust.

The conflict that unites us

As already mentioned, I do not believe all conflict is harmful. If we do not understand the source of conflict that divides us we will have a hard time understanding conflict that can unite us. So how do we make the connection and rally around conflict or ‘storming’ that can bring us together? Here are a few ways:

Mutual trust and respect. It all comes back to trust. If conflict that divides is the language of lost trust then mutual trust and respect is the language that unites us. Values must be clear, mutual, and fully subscribed to in order to move forward as a unified team. Honesty is the key word for conflict that unites.
A focus on what’s best for the team. When personal agendas are set aside for what is best for the organization then every ‘storming’ session is about what’s best for all of us rather than just one. The airing out of ideas then becomes team focused which creates an atmosphere where, because of trust, a free-flow of best ideas can be voiced and no one is threatened. Differences of opinion or approach are now welcomed because no one is questioning motives. It can breathe new life into your organization and creativity can flourish.
Principled leadership. “Everything rises and falls on leadership,” says John Maxwell. It is incumbent upon leaders to position their organizations in a way that fosters healthy conflict by means of mutual trust and respect and open communication. Values must be clear and everyone must be engaged.

Healthy conflict can thrive within your organization but it won’t happen unless there is a principled leader in place who understands the difference. Not all conflict is harmful and not all of it is helpful, but hopefully now you have a better understanding of the two.

What do you say?

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Five Routines for Growing Leaders

Posted January 23, 2015
by admin

There is comfort in rituals, and rituals provide a framework for stability when you are trying to find answers. – Deborah Norville

I came across a fascinating article in Business Insider (http://read.bi/155XpL3) about the daily routines of 16 famous creative people. The article featured the likes of Ludwig van Beethoven, Thomas Mann, Sigmund Freud, Maya Angelou, and Victor Hugo to name a few.

What were some of the more peculiar routines? Beethoven’s day began with breakfast which consisted of coffee which he prepared himself. He determined that there should be 60 beans per cup, and he often counted them out one by one for a precise dose.

Victor Hugo would start the day by taking a public ice bath. Charles Darwin’s focused work would be interrupted by occasional trips to the snuff jar. Honore´ de Balzac would spend a large majority of his day writing with the help of upwards to 50 cups of black coffee.

Insights into the routines of these creative people prompted me to think about the necessary disciplines for growing leaders. Your growth as a leader is not a passive and disengaged process. Not if you want to grow.

Over the years I have found routines that have worked for me. It has little to do with whether you are a morning person or a night person, a social butterfly or prefer to be alone. What is the tipping point? The disciplines you develop today will determine the type of leader you will become tomorrow. Here are five routines – leadership vitamins if you will, that will help you grow into a healthy leader.

The routine of reading

Leaders are readers. Fortunately, I come from a long line of readers and writers. It was in those formative years, and despite my struggles with dyslexia, where I formed a love for reading that stuck. If you want to grow as a leader there is no better way or place to start than with a good book. When reading is a priority then your leadership growth will be automatic.

The routine of listening

The older I get the more I realize just how much I don’t know. I’ve discovered that there is no better way to learn than to be an engaged and active listener. In many circles you will find active and engaged talkers, and there is a time and a place to talk, but for the leader who wants to grow, he or she will listen more and talk less.

The routine of reflection

Growing leaders take the time to reflect. Through the course of each day you come across dozens of people, make important decisions, and often it’s done on the spur of the moment. Reflection time affords you the chance to measure your progress. Don’t know where to start? At the end of the day try answering these questions: Where did I add value today? How was my attitude? Who needs my encouragement? Etc… Reflection can also include prayer and meditation to replenish the soul.

The routine of exercise

I’ve touched on this before but it’s worth repeating. Healthy leaders are productive leaders. Exercise should be an integral part of your daily agenda as a leader. It’s good for your body and mind and it gets your creative juices flowing. Include in this routine healthier eating habits. A proper diet and exercise are the fuels you need to grow as a leader.

The routine of staying connected

Growing leaders are connected leaders. It’s through the growth and development of your personal and professional relationships that you mature. Being connected gives you a sense of community but it also runs deeper. It’s when you are able to let your guard down, take your mask off and be vulnerable, that you can truly see growth as a leader. Are you a detached leader? If so, then get connected- your growth depends on it.

What are you your leadership routines?

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Put on Your “Yes Face” in 2015

Posted December 26, 2014
by admin

Perpetual optimism is a force multiplier. – Colin Powell

During his days as president, Thomas Jefferson and a group of companions were traveling across the country on horseback. They came to a river which had left its banks because of a recent downpour. The swollen river had washed the bridge away. Each rider was forced to ford the river on horseback, fighting for his life against the rapid currents. The very real possibility of death threatened each rider, which caused a traveler who was not part of their group to step aside and watch. After several had plunged in and made it to the other side, the stranger asked President Jefferson if he would ferry him across the river. The president agreed without hesitation. The man climbed on, and shortly thereafter the two of them made it safely to the other side.

As the stranger slid off the back of the saddle onto dry ground, one in the group asked him, “Tell me, why did you select the president to ask this favor of?”

The man was shocked, admitting he had no idea it was the president who had helped him. “All I know,” he said, “Is that on some of your faces was written the answer ‘No,’ and on some of them was the answer ‘yes.’ His was a ‘Yes’ face.”

Whether or not you wear a “yes face” is a choice you make each day. Along with it are the consequences of that choice. As we enter into a new year let’s explore a few ways in which a “yes face” can be a difference maker in 2015. Here are four ways.

Say yes to a new attitude

Your attitude is the deal breaker of all deal breakers. 2015 will be no different for you if you do not learn to master your attitude.

As a leader your attitude is contagious and sets the tone for your leadership style and effectiveness. John Maxwell was right when he said, “People may hear your words, but they feel your attitude.” In 2015 say yes to a renewed attitude that is positive and empowering.

Say yes to new realities

Each New Year brings a new set of realities. Are you where you thought you’d be? Perhaps not. But 2015 is your year to embrace a new attitude and to right the course. Don’t be discouraged about where you are – it’s only temporary. It’s your starting point.

It’s now time for some honest appraisals of where you are in order to chart the course to where you want to go. Don’t turn a blind eye to your current realities. See them for what they are – benchmarks to where you want to be by the end of 2015.

Say yes to new successes

As you embrace a new attitude and new realities you can then move forward with a new game plan to achieve new successes. 2015 may be your year to bring on that coach you’ve been thinking about. It could be time to join up in a Master Mind group that can help you achieve your goals and help keep you accountable.

Abraham Lincoln said, “Always bear in mind that your own resolution to succeed is more important than any other.” This philosophy is essential to your success. 2015 is your year to say yes to new successes and new opportunities you’ve only dreamed about.

Say yes to yourself

2015 is your year to square your shoulders, hold your head high, and to embrace and believe in the God-given abilities you have as a leader. 2015 is the year to tune out the people who would hold you back by their negative talk and influence. It’s time to cut loose from those who refuse to see your potential and those who desire to hold you back.

2015 is your year to say yes to what you already know in your heart to be true about yourself as a leader so you can run your race with confidence and faith. Where other people have doubted you and have said no to your dreams it’s now time to say yes! 2015 is your year to soar!

Say yes!

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What Five Old Ladies Teach Us About Leadership

Posted December 12, 2014
by admin

Management is doing things right; leadership is doing the right things. – Peter Drucker

Sitting on the side of the highway waiting to catch speeding drivers, a State Trooper sees a car puttering along at 22 m.p.h. He thinks to himself, “This driver is just as dangerous as a speeder!”

So he turns on his lights and pulls the driver over. Approaching the car, he notices that there are five old ladies — two in the front seat and three in the back, wide eyed and white as ghosts. The driver, obviously confused, says to him, “Officer, I don’t understand, I was doing exactly the speed limit! What seems to be the problem?”

“Ma’am,” the officer replies, “you weren’t speeding, but you should know that driving slower than the speed limit can also be a danger to other drivers.” “Slower than the speed limit? No sir, I was doing the speed limit exactly … twenty-two miles an hour!” the old woman says a bit proudly.

The State Trooper, trying to contain a chuckle explains to her that 22 was the route number, not the speed limit. A bit embarrassed, the woman grinned and thanked the officer for pointing out her error. “But before I let you go, Ma’am, I have to ask… Is everyone in this car OK? These women seem awfully shaken and they haven’t muttered a single peep this whole time,” the officer asks.

“Oh, they’ll be all right in a minute, officer. We just got off Route 119.”

The old lady driving the car had her fellow passengers terrified. She had mistaken the route number for the speed limit. Your actions as leader have an impact on those around you. You can lead and inspire your people in magnificent ways or you can scare them to death. Here are three things we can learn from the story.

Leaders set the pace

Mary Kay Ash said, “The speed of the leader is the speed of the gang.” She’s right. You set the pace as the leader. Getting everyone on the same page is important but getting everyone up to speed is critical. If the leader perceives that the people are going too slow then he or she will get frustrated. If the people sense that the leader is going too fast then they will get frustrated. See what’s wrong with this picture? As a leader it’s important to find the right speed so that everyone can succeed.

Leaders chart the course

Knowing where you are going is important. As the leader you set the course by clearly articulating the vision and by everyone understanding their mission in making it come together. Roy Disney wisely observed, “When your values are clear to you, making decisions becomes easier.” Chart the course, communicate the vision, and never confuse the route number with the speed limit.

Leaders can make adjustments

Once pulled over, the old lady realized the error of her way. As a leader it’s important not to let your pride or ego get in the way of making adjustments when necessary. Your plans may look great on paper with your team is solidly behind you, but when circumstances on the ground change you must be prepared to make adjustments when needed. It was William Arthur Ward who said, “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” As a leader it’s important that you know how to adjust the sails.

Closing questions for your consideration

Have you set the right tempo for everyone in your organization to follow? Are your team members up to speed as they should be? If not, why? How soon can they?
Is the vision and mission of your organization clear to everyone system-wide? How often is it being communicated? Does everyone know how their specific role contributes to the vision and mission being fulfilled?
Are there any adjustments in your organization that need to be made? What about blind spots and who can help you identify them?

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Three Things to Know…About Lifting the Load of Your Leader

Posted December 8, 2014
by admin

If you have the willingness and capacity to lift the load of your leaders when they need it, you will have influence with them – John Maxwell

Regardless of where you are in your organizational structure you have the potential to be a person of great influence as you seek to lift the load of your leader.

Let’s face it – at the end of the day you are either lifting the load of your leader or you are adding to it. If you want to position yourself as a load-lifter then you will possess these three characteristics (among others) that will cause you to stand out.

Load lifters have the right attitude

Load-lifters are a cut above. They possess an excellent attitude. They are unique in the sense that they had rather exert their energies on making things right rather than complain about what’s wrong.

Those that add to the load of the leader do just that – complain about what’s not fair, do mediocre work, have a bad attitude, and wonder why they never get ahead.

Load-lifters are not worried so much about titles or positions, but rather they focus on doing their best, encouraging their leader, and having an attitude of excellence.

Load lifters understand the big picture

This is an opposite take from those persons who add to the load of the leader. Those people are concerned primarily about one person – the one they see in the mirror. They are concerned about the pecking order, getting ahead, and what’s in it for them.

The load lifter sees the big picture. They realize and understand that when they help their leader succeed – they succeed. When they help the leader look good they look good. They are focused more on the big picture that causes everyone to move upward not just themselves. In understanding the big picture they realize it’s a team effort and they make great team players.

Load lifters create momentum

Imagine for a moment how different things would be in your organization if more people took on the attitude if being a load lifter. What would be different if all of your colleagues checked their egos (and titles) at the door each morning and totally committed themselves to the idea of being a load lifter?

Load lifters create a momentum that once embraced, can take your organization to a new level of productivity and synergy. Is your organization stuck and trying to figure out how to get to that next level? Are you in need of some type of infusion of energy to get things moving? The answer is found in load lifters who can create the energy and momentum you need to go forward.

Load lifters are not necessarily the most talented, gifted, or smartest people – they are just bright enough to know that if they lift the load for their leader they can catch the wave and go to new heights with them.

Are you a load lifter?

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Rising Above Your Limitations

Posted December 3, 2014
by admin

Know from whence you came. If you know whence you came, there are absolutely no limitations for where you can go. – James Baldwin

Most of us fall short of our potential because of little things we know or assume about ourselves. The most self-defeating assumptions of all are that we are just like everyone else.

The key to growth as a leader rests in your belief that no limitations can hold you back if you act in a manner consistent with how you see yourself. Here are three truths about limitations that will help you move forward.

The hardest limitations to overcome are self-imposed.

While it is not healthy to deny realities that exist neither is it healthy to beheld back realities that do not. If you live in denial of the influence you have as a leader, you rob yourself and others of the gift of your leadership.

The most hurtful limitations to overcome are cast upon us.

While overcoming self-imposed limitations is certainly a challenge, overcoming ones cast upon us by others can be painful. Regardless of how others see you or the limitations they may be trying to place upon you, refuse to be intimidated or defined by their actions.

The healthiest attitude toward limitations is to overcome them.

Most would agree that winning a gold medal in the Olympics is the crowning achievement for an Olympian. So when track star Wilma Rudolph won three medals in the 1960 Olympics it was a defining moment in her career.

In winning those three gold medals Rudolph had to overcome great adversity. At the age of four she was stricken with scarlet fever. She lost her left leg and had to learn to walk again at the age of seven. To overcome these odds and to one day win three gold medals are testaments to what can happen when we choose to overcome our limitations.

Do you want your leadership to be defined by self-imposed limitations or ones cast upon you by others? Are you being held back now by your own thinking? It’s time to embrace your challenges and tune out the critics and embark on a leadership journey that is not characterized by your limitations but by your potential.

What limitations will you overcome?

This post is an excerpt from the book, Great Leaders Wanted, which can be purchased by visiting the “Order Doug’s Books” page when you click on the tab above.

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