Growth Mindset – Doug Dickerson on Leadership

Making Course Corrections

Posted August 3, 2023August 3, 2023
by admin

If you do not change direction, you may end up where you are heading. – Lao Tzu

In 1829, Martin Van Buren, then Governor of New York, wrote the following to the President:

The canal system of this country is being threatened by the spread of a new form of transportation known as ‘railroads.’ The federal government must preserve our canals for these reasons: If canal boats are supplanted by railroads, serious unemployment will result. Captains, cooks, drivers, hostlers, repairmen, and lock tenders will be left without any means of livelihood.

Canal boats are essential to our defense. In the event of trouble with England, the Erie Canal could be the only means by which we could move supplies. The Almighty certainly never intended that people should travel through the countryside at the breakneck speed of 15 miles per hour.

This letter is a bit humorous now in the context of how far we have progressed with the railroads in the modern era. But the letter reflects the predominant thinking of the day as it relates to transportation.

As leaders, how we perceive change and what measures we are willing to embrace will in many respects determine the type of future we can expect. If you are stuck in your thinking and see change as a threat to your current existence, you will eventually be left behind. Click To Tweet

So what is a leader to do? Here are a few tips on how to make course corrections that will be necessary in your leadership.

Course corrections are just that – corrections

It’s important to know that course corrections in your leadership are just that – corrections. It’s not that the way you are doing now is necessarily wrong, but it can be improved upon. Obviously, the railroad turned out to be a significantly better means of transportation than canals.

When you are open to corrections and ways of improving your operations, it’s good to see it as a way to make you more efficient and productive and not as a threat to the outdated way of doing things.

Course corrections move you out of your comfort zones

If the mindset of Van Buren had prevailed, it would have set back a more efficient way of operating on the canals. And while the change over to the railroads was inevitable, many still embraced a canal boat mindset.

Think about your own leadership for just a moment. In what areas do you find yourself resisting changes that could actually make you a better leader? Perhaps you’ve held on to the canal boat mentality for a bit too long and it’s trapped you in a comfort zone that is no longer serving you well.

Course corrections position you for greater possibilities

Proper course corrections can position you for greater possibilities when you see them not as a threat but as a benefit. Canal boats did the job, just slower than the railroad. And while Van Buren mistakenly believed at the time that the breakneck speed of 15 miles per hour was way too fast, consider the cost of slower and inefficient work it would create.

When you embrace course corrections, it’s not about disrespecting what brought you to where you are, it is about embracing a new future that builds upon it.

Final Thoughts

In leadership, you will often be faced with the necessity of course corrections. When you are, embrace the possibilities before you. Victor Hugo said, “Change your opinions, keep to your principles; change your leaves, keep intact your roots.” And this is your challenge as a leader.

What course corrections are you making?

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Lifting the Lid Off Your Limitations

Posted June 5, 2023June 8, 2023
by admin

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

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

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

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

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

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

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

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

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

The limitations of your own creation

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

The limitations of others that you believe

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

Final Thoughts

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

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Five Signs Your Leadership Has a Settler’s Mentality

Posted March 28, 2022
by admin

There is no passion to be found in playing small- in settling for a life that is less than the one you are capable of living. – Nelson Mandela

About 350 years ago, the story is told, a shipload of travelers landed on the northeast coast of America. The first year they established a townsite. The next year they elected a town government. In the third year, the town government planned to build a road five miles westward to the wilderness.

In the fourth year, the people tried to impeach their town government because they thought it was a waste of public funds to build a road five miles westward into a wilderness. Who needed to go there anyway?

Here were people who had the vision to see three thousand miles across an ocean and overcome great hardships to get there. But in just a few years were not able to see even five miles out of town. They had lost their pioneering vision.

This story in some ways embodies what can happen to leaders when they “arrive” at certain levels of success or accomplishment and settle for where they are. And instead of blazing new trails and creating new opportunities, they are content to stop and smell the roses without any thought of moving forward.

You may be in a place in your leadership where you feel that you are in a rut or have grown stagnant. Would you even know that you have or what that looks like? What are some of the signs that you have a settler’s mentality when it comes to your leadership? Here are five for your consideration.

You stand in the way of change

A leader with a settler’s mentality stands in the way of change. He or she not just longs for the ‘good ole days’ but still has that mindset and to some extent prefers it. While one can certainly appreciate the past one must not live or stay there.

John Maxwell once said, “Change is inevitable. Growth is optional.” And so long as you stand in the way of change, you will be like the early settlers in the story above who made a three thousand mile journey across the ocean but lack the vision to move five miles out of town. You can stand in the way of change and be a settler, or change and be a pioneer.

You don’t have a personal growth plan

A leader with a settler’s mentality is in many ways a leader who has grown stagnant. In other words, they’ve stopped growing. Your growth and development as a leader have no endpoint where you’ve arrived and you know it all. If you are not learning and growing as a leader then you are settling.

When you embrace a growth mindset and have a personal growth plan you can break out of that settler’s mentality. It will invigorate you and it will add value to your team. If you’re not growing you are not moving forward. And as a leader, you can’t afford to settle. With growth comes more growth. Don’t settle for where you are, grow to where you want to go. Click To Tweet

Others have moved on without you

Another sure sign that you have a settler’s mentality as a leader is that, well, others have moved on from you. And this is not necessarily because you are not a likable person, but because they’ve outgrown you. They’ve outgrown you not necessarily because they are more talented or gifted, or possess a greater skillset. They’ve moved on because you’ve stopped growing.

Take a look around you. If those closest to you never stay close to you for long, this might be a sign that you’ve settled for too long.

You’re afraid to take risks

Settlers tend to only move when they know it’s safe. If you are a leader whose afraid to take risks then you might have been one of the townspeople opposing the road out of town. Life is full of risks and as a leader, you have to be willing to take them. Click To Tweet

This doesn’t mean that you throw caution to the wind and that you recklessly make decisions, but so long as you never make them, you will always be a settler. Dare to dream, dare to take risks, dare to bet on yourself.

You’ve stopped dreaming

The by-product of a settler’s mentality in your leadership is evidenced in that you’ve stopped dreaming. When was the last time your dreams kept you up at night? Have you lost the passion that you once knew? When you give up on a dream or when it begins to fade, you begin to settle.

When you stop dreaming, something inside you stops growing. A settler’s mentality has no vision of the future beyond their current surroundings.

Are you settling or moving forward?

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What the Wright’s Teach Us About Leadership

Posted June 14, 2021
by admin

You can’t blow an uncertain trumpet – Theodore Hesburgh

In A Savior for all Seasons, William Barker shares a story of a bishop from the East Coast who paid a visit to a small, midwestern religious college around the beginning of the twentieth century. He stayed at the home of the college president, who also served as the college’s professor of physics and chemistry.

After dinner, the bishop mentioned that he thought just about everything in nature had been discovered and that all inventions had been conceived.

The college president politely disagreed and said he felt there would be many more discoveries. When the bishop challenged the president to name just one such invention, the president replied he was certain that within fifty years, men would fly.

“Nonsense!” replied the bishop. “Only angels are intended to fly.”

The bishop’s name was Milton. Milton Wright. And he had two boys at home- Orville and Wilbur- who would prove to have greater vision than their father.

Emerson said, “People only see what they are prepared to see.” And this will always be one of your challenges in leadership. The progress you make as a leader is connected to your ability to overcome negative influences and voices around you and from within. Here are a few lessons from the Wright’s that can guide you on your leadership journey.

You will never move beyond the limitations you create in your mind

As long as Milton Wright had the mindset that all inventions and creations had been made, his potential was limited to that. He was not prepared to see beyond it. And as such, his ability to see into the future was restricted.

Be careful in your leadership not to make steel traps in your mindset that will prevent you from seeing all of the unlimited possibilities before you. As Thomas Edison said, “Hell there are no rules here, we are trying to accomplish something.” Don’t allow a negative mindset to get in the way of progress.

If you want to fly, you will have to leave some people behind

The restrictive thinking of Milton Wright didn’t prevent his sons from doing what he only thought angels should do. They made history despite him. And this is the mindset of all successful leaders. It’s a law of leadership that you must learn. Not everyone will or should take the journey with you. It Click To Tweet

Andy Stanley said, “Vision is a mental picture of what could be, fueled by a passion that it should be.” And this is the driving force behind leaders of accomplishment. Success will come to you on your terms when you spread your wings, apply yourself, and possess a willingness to leave some people behind who don’t share your dreams and vision for a brighter future.

The future belongs to those who dare to dream

Things always seem impossible until someone does it. I would like to think that Milton Wright looked back on what he said on that trip and had a change of heart after what his sons accomplished.

Orville Wright said, “If birds can glide for long periods of time, then…why can’t I?”. And that is precisely the mindset that caused him and his brother to make aviation history. And history is full of similar stories of individuals who dared to ask the questions, who dared to take the risks, and who dared to dream of a better tomorrow and found a way to make it happen.

Final Thoughts

If there’s ever been a time for strong leaders who have a dream and vision to rise it’s now. Be willing to dream and see what others don’t. Be willing to leave the skeptics behind you, and dare to dream and act for a better tomorrow.

Are you ready to fly?

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Developing Leadership Grit (Part 4) Tenacity or Tension

Posted April 26, 2021April 26, 2021
by admin

Grit – noun

Firmness of character; indomitable spirit; pluck

Dictionary.com

Tenacious people don’t rely on luck, fate, or destiny for their success. And when conditions become difficult, they keep working. – John Maxwell

Pablo Casals was considered the greatest cellist to ever live. When he was 95 years old he was asked why he continued to practice 6 hours a day. He replied, “Because I think I’m making progress.”

Be it an accomplished cellist like Casals or any other person who mastered his or her craft, it requires a higher standard of grit to go there.

Baseball great Ted Williams was known as a “natural hitter”. Once when he was asked about this natural ability, he responded, “There is no such thing as a natural-born hitter. I became a good hitter because I paid the price of constant practice, constant practice.” And herein lies the difference between those excel in their craft and those who remain stagnant and get left behind. It’s tenacity. It’s grit.

One way this grit can be explained comes from the ten thousand hour rule from Malcolm Gladwell. He spelled it out in his book Outliers. The jest of the rule is this: it takes ten thousand hours of intense practice to achieve mastery of complex skills and materials.

While some have attempted to debunk Gladwell’s ten thousand hour rule, the underlying application is that the secret to success in any endeavor is an unparalleled degree of tenacity to achieve it. Grit is the common denominator.

In this fourth and final installment of developing leadership grit, allow me to recap the leadership grit principles presented thus far:

Leadership Grit Principle # 1 – Give up or Grow – Your leadership will have moments of testing. And ultimately it will be your indomitable spirit and grit that will get you through the tests of leadership that you will face.

Leadership Grit Principle # 2 – Resilience or Retreat – Through grit, we develop and grow as leaders. When we join forces with others, we share the load. Your journey is not meant to be traveled alone.

Leadership Grit Principle # 3 – Ingenuity or Insignificance – Grit survives and thrives with ingenuity. We must play the long game and be open to change and new ways of doing things.

And now, the final principle in this series.

Leadership Grit Principe # 4 – Tenacity or Tension

In the end, you will either set your course as a leader with tenacity or you will live in the tension of unrealized potential.

Thomas Edison said, “Many of life’s failures are people who did not realize how close they were to success when they gave up.” And this is often the source of tension and frustration with many leaders. They start strong but they don’t finish. The task is left undone. The dream never materializes. And this happened not because they lacked intelligence, talent, or necessary skills. It happened because they lacked grit.

Developing grit goes hand in hand with finding your passion. People who are passionate about their work and life’s calling tend to be grittier. They know the cost and are more willing to pay the price for their success. Let’s face it – it’s hard to be tenacious about things we don’t care about.

Final Thoughts

Ultimately, grit is the difference-maker between those who thrive and those who get by. Grit will take you further than intelligence alone. Grit is a game-changing secret weapon that will take your leadership to a new level.

It’s time to get gritty.

Resource:

To learn more about the power of grit, I would encourage you to order and read this book by Angela Duckworth.

Click here to order your copy on Amazon

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Embracing Courageous Leadership (Part 3) – Developing a Courageous Leadership Mindset

Posted March 14, 2021March 14, 2021
by admin

It takes courage to grow up and become who you really are. – E.E. Cummings

I read a story about Leonidas, the King of Sparta. He was preparing to take a stand with his Greek troops against the Persian army in 480 B.C. when a Persian envoy arrived. The man urged on Leonidas of the futility of resisting the advance of the huge Persian army. “Our archers are so numerous”, said the envoy, “that the flight of their arrows darkens the sun.”

“So much the better,” replied Leonidas, “for we shall fight them in the shade.” Leonidas made his stand and died with 300 of his men. Needless to say, his courage was misplaced.

In this series, I’ve made the case for embracing courageous leadership. We’ve looked at what it is not, what it is, and now, developing a courageous leadership mindset. With it the possibilities of your leadership are unlimited. Without a proper understanding of it, you could go down like Leonidas. In short, we need to get it right.

In her acclaimed book, Mindset, Carol S. Dweck writes, “When you enter a mindset, you enter a new world. In one world (the world of fixed traits) success is about proving you’re smart or talented. Validating yourself. In the other (the world of changing qualities) it’s about stretching yourself to learn something new. Developing yourself.” And this is where the first steps of developing a courageous leadership mindset begin.

Developing a courageous leadership mindset is a growth process that begins in your comfort zone and stretches you into something new. The process and journey must be embraced to go there. Here are a few ways how.

Acknowledge where you are in this moment

As you begin to develop a courageous leadership mindset, you must first acknowledge where you are on the journey. Everyone has a starting point and for each of one, the view is different.

As a young leader, I remember making the transition from what I studied and prepared for and putting it into practice in the marketplace. It was intimidating at times. But I was out to prove that I was smart and talented. But I also lacked a certain amount of courage to find my own voice because I was part of a culture of fixed traits. It was stifling.

Embrace a different mindset

If you are ever going to get out of your comfort zone and develop a courageous leadership mindset, you will have to begin to make some shifts. In our world of fixed traits and familiar ways of doing things as leaders, there must come a time in which you take responsibility for your growth, not look back, and burn the ships.

Your courageous leadership mindset is first and foremost an inside job. From there, it impacts every decision you make as a leader. Click To Tweet With a courageous leadership mindset, you are taking responsibility for your growth and development and the outcomes you desire.

Become a courageous leader

The point I want to emphasize here is that your growth and path to developing a courageous leadership mindset is a process. It takes time. As you move from a fixed mindset to a growth mindset things for you as a leader will begin to look different.

Becoming a courageous leader will be subtle at first but before too long your attitude will be different and how you look at things will change. The people who intimidated you before will no longer have that power over you. Courage will begin to take root.

Final Thoughts

Growth is liberating and having a courageous leadership mindset is powerful. Combine these two and your potential is unlimited. Believe in yourself. Embrace the mindset. Trust the process.

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Embracing The Hard Things in Leadership

Posted July 22, 2019July 22, 2019
by admin

Never interrupt someone doing something you said couldn’t be done. – Amelia Earhart

This past week our nation and the world celebrated the 50th anniversary of the first moonwalk by Neil Armstrong.

Years before that historic moonwalk, President John F. Kennedy in a rousing speech at Rice University declared:

“We choose to go to the Moon in this decade and do the other things, not because they are easy, but because they are hard; because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one we intend to win, and the others, too.”

Kennedy’s speech at Rice on September 12, 1962, was not the first time he referenced going to the moon or rallying the nation around this ambitious goal. He had done so the year before in a speech to Congress and was a driving force behind its realization even though he would not live to see it.

But for me, the most inspiring part of the speech was not the articulation of the goal of going to the moon. It was embracing that goal and others, “not because they are easy but because they are hard”. That, to me, was the inspiring challenge of a past generation, and is one we need to rediscover in ours. Embracing the hard.

The quest for many is the easy route – it’s the path of least resistance. Embracing the hard is, well, hard. It demands more of us – more than at times we feel we are capable of giving. Shakespeare put it this way, “ We know what we are, but know not what we may be”. Embracing who we may be means letting go of the easy and embracing the hard.

This is true in our personal lives and in our leadership. Embracing the seemingly impossible challenges and willfully opting for the hard paths flies in the face of conventional thinking. Consider these three perspectives:

The hard things in leadership: What it’s not

-Embracing the hard things in leadership is not about embracing hard things as if you have some martyr syndrome.

-It’s not blind ambition without regard to risks and sacrifices that will need to be made.

-It’s not making things hard, it’s doing hard things in a smart way.

The hard things in leadership: What it is

Ralph Martson said it this way, “Don’t lower your expectations to meet your performance. Raise your level of performance to meet your expectations”. This is the secret to doing the hard things in leadership.

-It’s about raising expectations to such a high level that your people become passionate about wanting to do the hard things.

-It’s about redefining what success looks like. And it will never look the same again when you embrace the hard things.

-It’s about bringing out the best in ourselves and in others. Knowing what you are truly capable of achieving is not found in doing the easy things. Your leadership is not forged in the valley, but in the fire.

The hard things in leadership: The cost

Many Americans during the 60’s opposed the idea of sending a man to the moon. They argued that the money could be better spent on other things.

-The toll was great for those who worked on the Apollo mission. The divorce rate, in particular, was very high.

-When you choose to do the hard things in leadership versus the easy – it will come at a cost. Not everyone will take the journey with you.

-Some are comfortable being “settlers” – let them be.

-Some are just not willing to pay the price. Don’t let them dissuade you. You must do as Ben Horowitz suggested and “embrace the struggle”. When you do then a whole new world of possibilities opens up before you.

While it may go against the grain of the current way you think about leadership – embrace the hard things. You will be a better leader for it.

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What’s Wrong With (Always) Being Right?

Posted May 26, 2017
by dougdickerson

Doing the right thing isn’t always easy-in fact, sometimes, it’s real hard- but just remember that doing the right thing is always right. – David Cottrell

In my many years in leadership, some of the most annoying people I come across are those whom, no matter the circumstance, are always right. They always have a ready excuse, an ‘out’ when things go wrong, it’s never their fault. They are always right. Chances are you’ve met one or two of these people along the way yourself.

Then you have the ‘know it all’ – that one person who’s the in-house ‘expert’ about everything. They would choose an ‘I told you so’ moment over ever admitting they were wrong about anything- even if it adversely affected the organization. (If this type person exists in your organization they are toxic, and you must deal with them).

Here’s the rub- people hate being wrong. I get it. We like to be at our best, do our best, but at the end of the day, we are mere mortals. We screw up. And we don’t know everything. So how do you guard yourself against ever developing this kind of an attitude? Here’s some food for thought.

Acknowledge your limitations

You bring a certain depth of skill and knowledge to your workplace. It’s great that you are highly trained in your area of expertise and contribute to the good of the team. You do your best to add value to your organization.

But a dose of reality is necessary if you desire to be an effective leader. While your expertise can be strong in one area, chances are you are not an ‘expert’ in every area. That’s why you have to listen, collaborate, and tap into the skills of your colleagues and defer to them. A lack of self-awareness on your part doesn’t change what others know and what you fail to admit. You don’t know everything so quit acting like it.

Focus on doing right, not always being right

When you make the shift from always ‘being’ right to ‘doing’ right, it will significantly change your leadership. It will change the way you look at things – and it will actually be a liberating force in your life. The self-imposed pressure of always being right frees you up to do right. It’s a game changer in many regards.

Let’s be real – it’s when you focus on doing right that you will experience growth in your leadership. It’s a mark of maturity. With nothing to prove and no compulsion to always be right, you can now focus on more important things like being a servant leader instead of protecting your ego.

Be humble and teachable

Personal growth and development will rarely happen within the ‘know it all’ or ‘always right’ bubble or mindset. There’s no room for it. Not because there’s nothing more to learn, but because this person believes that he or she is already there. It’s a dangerous mindset to have as a leader.

In Proverbs 19:20, the writer says, “Listen to advice and accept instruction, that you may gain wisdom in the future”. For the sake of your own personal development, and those whom you lead, be teachable and walk humbly. None of us have arrived and there’s a lot of people depending on us to realize it.

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Four Ruts That Will Sink Your Leadership

Years ago when the western U.S. was being settled, roads were often just wagon tracks. These rough trails posed serious problems for those who journeyed them. On one of these winding paths was posted a sign which read: ”Avoid this rut or you’ll be in it for the next 25 miles!”

Just as the settlers of the old West faced serious problems when traveling roads with ruts, so too will you experience ruts on your leadership journey if not careful.

Ruts. Why is it so hard to break free from them? Intuitively we know that they are not healthy for us. As leaders we ought to know better but too often we fall back on “this is the way we’ve always done it” mentality, not realizing it’s our death-nail.

I believe it’s not so much that we purposefully stay in ruts for the sake of a path of least resistance, but it’s because we settle. Here are four ways you might be in a rut (settling) without even realizing it.

You settle for small victories instead of big failures

I am not suggesting here that it’s an either-or, that you will have small wins or big failures, but ruts prevent us from even daring to do big things. Accepting the same results over and over again without attempting large wins will always keep you down.

When settling on this level you have opted for the path of predictability that stifles productivity. Those who live in this rut will seldom venture off the paths of normal work much less an adventure off the beaten path where fresh ideas are welcomed and productivity flourishes. What are you settling for?

You settle for popularity instead of principles

One way in which your culture suffers is when you get caught up in popularity contests and the appeasement of opposing voices. At the end of the day either your values and principles mean something or not. As a leader you must give a compelling reason to follow a compelling vision. Those who belong will stay and those that leave will be doing you a favor in the long run.

This rut is about low expectations and the type of culture you will settle for instead of the one you create that raises the bar and benefits everyone.

You settle for a fixed mindset instead of a growth mindset

The fixed mindset is all about staying on the same path like the wagon for the next 25 miles. It embodies the “we’ve never done it this way before” mentality that stunts growth.

This rut is about mediocrity being acceptable instead of embracing a growth mindset that taps into the potential and skills of everyone and daring to believe that the next 25 miles will be unlike anything ever experienced before. The growth mindset rejects the status quo and puts everyone on a new and challenging path toward success.

You settle for followers instead of leaders

Anytime you settle for a culture of followers instead of a culture of leaders you will always be behind the curve and in a rut. Your goal should never be to develop a tribe of loyal followers but rather an army of engaged leaders who are all-in with the vision, values, goals, and purpose of your organization.

Ruts are harmful because too often we are in them without realizing it. We’ve grown so comfortable with the ruts and how we have adapted to them that any deviation from it becomes unfamiliar territory.

Here’s the bottom line– unless you get out of your rut the view will never change, nor will your future.

℗ 2017 Doug Dickerson

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