HR – Page 30 – Doug Dickerson on Leadership

People Business 101

Posted January 5, 2013
by dougdickerson

The more I get to know people, the more I love my dog – Frederick the Great

Writing in The Book of Business Anecdotes, Peter Hay shares a story that back in the 1950’s, marketing whiz Stanley Arnold was working at Young & Rubicam, where he was asked to come up with a marketing campaign for Remington Rand. The company was among the most conservative in America. Its chairman at the time was a retired General Douglas MacArthur.

Intimidated at first by a company that was so much a part of America, Arnold also found in that phrase the first inspiration for a campaign. After thinking about it, he went to the New York offices of Merrill Lynch, Fenner and Beane, where he told the broker, “I want to purchase one share of every single stock listed on the New York Stock Exchange.”

After a vice president tried to talk him out of it, the order was finally placed. It came to more than $42,000 for one share of the 1098 companies listed at the time. Arnold now took his diversified portfolio into a meeting of Remington Rand’s board of directors, where he argued passionately for a sweepstakes campaign with the top prize called A Share in America.

The old gentlemen shifted around in their seats and discussed the idea for a while. “But Mr. Arnold,” said one, “we are not in the securities business.” Another said, “We are in the shaver business.”

“I agree that you are not in the securities business,” said Arnold, “but I think you also ought to realize that you are not in the shaver business either. You are in the people business.” The company bought the idea.

As a leader when you grasp and understand this simple but sometimes elusive reality of business it will be a difference maker for you. It’s easy to get so caught up in the day-to-day procedures and maintenance of business (the what) that we forget the why (vision and values) and fail to nurture the who of business – people. Here are three essential reminders to help you stay focused as you enter 2013.

People are the purpose of your business; serve them. At times this is a concept lost on many leaders. Crystalizing a key point on this topic is the former president of Starbucks International, Howard Behar. In his book, It’s Not About The Coffee, he writes, “At Starbucks we’re in the human service business, not the customer service business.” That’s the distinction. Behar adds, “I’ve always said, we’re not in the coffee business serving people, we’re in the people business serving coffee.”

When your focus is serving people and in every way treating them the way you would like to be treated you will be fulfilling the tenants of customer service. But it’s a point so simple we often overlook it. When your focus is on people and not your product the people will take care of your product.

People are the fuel of your business; invest in them. In his book, Up, Down, or Sideways, my friend Mark Sanborn explains, “Selling creates a transaction. Service–how we treat and care for that person-creates a customer. Without the customer, all is lost. Remember: no customers, no profit. Know customers, know profit. So making a connection with the customer becomes vital to the initial transaction and, more important, to the continued loyalty to your organization or brand.”

Smart leaders are all about building relationships. A person’s association to your product will take a backseat to their relationship with you as a person. When you nurture relationships above all else you are placing value where it belongs. Invest in people and they will invest in you.

People are the future of your business; be faithful to them. If not careful, leaders can have a narrow view of loyalty and only see it flowing one way – towards them. But may I remind you that loyalty is a two-way street and the best way to receive it is to give it. Be loyal to your people and they will be loyal to you. It’s that simple.

Og Mandino said, “Always render more and better service than is expected of you, no matter what your task may be.” Leaders who deliver their service with a servant’s heart will never go wrong. Faithfully deliver your best and the people you serve will reward you.

Are you a people person?

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End of Year Morale – Don’t Scrooge it Up!

Posted December 8, 2012
by dougdickerson

scrooge

The best morale exists when you never hear the word mentioned. When you hear a lot of talk about it, it’s usually lousy. – Dwight D. Eisenhower

Two recent studies have put the spotlight back on employee-employer relations and more specifically the issue of performance and morale. The two separate reports combine to give us a snapshot of some very revealing issues all leaders need to be mindful in the run up to 2013.

First is the release of the 10^th Anniversary edition of MetLife’s annual study of Employee Benefits Trends http://bit.ly/TUjIZw. A key finding this year is that 60 percent of surveyed employers recognize the precarious economic climate, rather than reducing business focus on employee benefits, actually creates opportunity for benefits to drive human capital. In addition, the Study found employees are less committed to employers, but at the same time, highly dependent on their workplace benefits.

The second was a survey released by Manpower Group’s own Right Management http://bit.ly/11N8jix, which revealed that an unprecedented 86 percent of U.S. employees say they intend to look for a new job in 2013. Only 5 percent say they intend to stay in the current position. Driving this sentiment is booming stress, flight cognition, and the continuous job hunt. This could also be attributed in part to another survey they conducted which revealed that only 12 percent of companies have a fully implemented talent management strategy in place.

Awareness of these new studies should cause you to take pause and reflect on how you are closing this year and what changes you might want to consider in the next. Because you care about your people, here are three simple considerations to help you build morale in your organization. It is not a complete list but it is a start.

Listen to your people. A troubling trend is that most employers are not even aware they have morale problems. This disconnect is disturbing and if not dealt with it can far- reaching consequences. If the disconnect lingers within your organization it will lead to two drastically different interpretations of your corporate identity and direction. Neither outcome will have a happy ending.

As a leader, when you are proactive in listening to your frontline people who are the face of your brand then morale issues can be dealt with swiftly. Smart leaders have their finger on the pulse of the organization and can make better decisions. This happens when you get out from behind your desk and listen to your people.

Encourage your people. The studies reveal that businesses that took their eye off the ball as it relates to human capital issues had employee satisfaction and loyalty problems. When your people know that you believe in them and know they are empowered to do their job, the level of success they can achieve is limitless. And this is where the heart of the leader becomes the tipping point that moves your organization to a more relational and engaged one.

Encouragement is the fuel that energies your business. It is an awareness of the sacrifices your employees make because they have bought-in to the vision and purpose of your company. Encouragement is the expression of your human capital IQ; it is the sharing of common values with like- minded people who also took a risk by following you. Encourage your team!

Respect your people. Herbert Casson said, “In handling men, there are three feelings a man must not possess –fear, dislike, and contempt. If he is afraid of men he cannot handle them. Neither can he influence them in his favor if he dislikes or scorns them. He must neither cringe nor sneer. He must have both self-respect and respect for others.” When team members feel valued, respected, and included it goes a long way in creating a positive work environment.

Many variables come into play as it relates to morale within your organization. When you listen to and encourage your people you will inevitably develop strong morale. Building morale begins with respect for the gifts, talents, and contributions of all the members of your team. Your commitment should be to make it a priority.

How is your morale?

Doug’s new book, Great Leaders Wanted!, will make a great present this holiday season. Visit www.dougsmanagementmoment.blogspot.com to order your copy today!

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4 Attitudes in Adversity that Define Your Leadership

Posted October 27, 2012
by dougdickerson

Every adversity, every failure, every heartache carries with it the seed on an equal or greater benefit. – Napoleon Hill

Lou Holtz shares the story of a blind man who was being led down the street by a guide dog. When they came of the corner of a busy intersection, the dog crossed against the light. The blind man had no choice but to follow. Cars swerved to avoid them; drivers honked their horns and swore loudly.

Somehow, the duo reached the other side unharmed. As they stopped on the corner, the blind man reached into his pocket, pulled out a dog biscuit, and offered it to the reckless canine. Having just watched the two as they crossed, a bystander tapped the blind man on the shoulder and said, “Sir, that dog almost got you killed. The last thing you should do is give him a biscuit as a reward.” The blind man smiled and said, “I’m not giving him a reward. I’m trying to find his mouth so I can kick him in the rear.”

The attitude we adapt in times of adversity will not only define the moment but will determine the future. Winston Churchill was right when he said, “Attitude is a little thing that makes a big difference.” Your attitude in adversity will either demote you or promote you. Here are four common attitude approaches when times are tough. Which one will be yours?

‘Why me, why now?’ A common reaction when adversity comes is to ask the age old question of “why me?” No one likes adversity and it would be nice to live life without it. But in leadership as in life, adversity is a reality. When a leader begins to entertain these early negative thoughts the seeds of doubt are being planted. Be careful.

‘This is not fair.’ This attitude is not only a snapshot of your current state of mind but is the framework of how you are prepared to deal with it at least in the short term. Brian Tracy writes, “You cannot control what happens to you, but you can control your attitude toward what happens to you, and in that, you will be mastering change rather than allowing it to happen to you.”

The attitude formula looks like this: WR (wrong reaction) +NE (negative energy) = BE (bad ending). Before you kick your bad attitude too far down the road take Tracy’s words to heart. It’s not too late to turn around a bad ending, but you better hurry.

‘Why not me?’ At first read this might sound like arrogance. I prefer confidence. The difference maker between a leader with less skill who succeeds and a leader with more skill who fails comes down to attitude. A good attitude is the tipping point. Zig Ziglar was right when he said, “Your attitude, not your aptitude, will determine your altitude.”

The attitude of the leader who says ‘why not me?’ is the one who does not shy away from adversity but confidently believes that these are defining moments of his leadership. A good attitude gives way to confidence.

‘Everyone together’ Compare and contrast the attitude choices in play. Notice the difference between the leader with the positive attitude and the leader with the negative one. The leader with the bad attitude is focused on himself and the bad hand he was dealt. The positive leader chooses to see his opportunity and how together with his team it can be overcome.

The attitude formula in play looks like this: GA (good attitude) + RA (right actions) = GO (Great Opportunity). A good attitude gives you a distinct advantage as a leader. It is the single greatest asset you have when facing the challenges of leadership.

William James said, “It is our attitude at the beginning of a difficult task which, more than anything else, will affect its successful outcome.” Adversity in leadership is not unique, but the right attitude will give you the advantage. How is your attitude?

Doug’s new book, Great Leaders Wanted, is now available. Visit his website at www.dougsmanagementmoment.blogspot.com to order your copy today.

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The 3 R’s of Service-based Leadership

Posted October 13, 2012
by dougdickerson

You can start right where you stand and apply the habit of going the extra mile by rendering more service and better service that you are now being paid for. – Napoleon Hill

In his book, Waking the American Dream, Don McCullough relates a story about Winston Churchill during World War II. England decided to increase its production of coal. Churchill called together labor leaders to enlist their support. At the end of his presentation he asked them to picture in their minds a parade which he knew would be held in Piccadilly Circus after the war.

First, he said, would come the sailors who had kept the vital sea lanes open. Then would come the soldiers who had come home from Dunkirk and then gone on to defeat Rommel in Africa. Then would come the pilots who had driven Luftwaffe from the sky.

Last of all, he said, would come a long line of sweat-stained, soot-streaked men in miner’s caps. Someone would cry from the crowd, ‘And where were you during the critical days of our struggle?’ And from ten thousand throats would come the answer, ‘We were deep in the earth with our faces to the coal.’”

Needed within the ranks of your organization are team members playing to their strengths to make your business thrive. These positions cover the spectrum from high visibility to those with their faces to the coal, but nonetheless are extremely valuable in the service they deliver.

Service-based leadership is the life-blood of your organization. In his best-selling book, The Fred Factor, Mark Sanborn writes, “The best Freds are true artists at taking ordinary products or job responsibilities and services and making them extraordinary. They are real-world alchemists who practice the art and science of ‘value creation.’” He is right. Do you have a culture of service within your organization? Here are three tips to help you turn that picture of service-based leadership into a practice.

Re-create your culture. In a recent survey by Consumer Reports, consumers revealed their most irritating customer service gripes. Topping the list? Not being able to get a human on the phone, rude salespeople, many phone steps needed, long waits on hold, unhelpful solutions, and no apology for unsolved problems, just to name a few. What are yours?

If you are going to re-create your current culture and transform it into a service-based leadership culture, you must change your point of view. This is done when you quit your navel-gazing ways and look at your operation through the eyes of your customers. Solicit their feedback and audit their responses and see how you measure up. Re-creating the culture within your organization begins when you shift the focus off yourself and onto those you serve.

Refocus your priorities. Service-based leadership begins with fundamental shifts in attitudes and actions. This is characterized by making sure that your core values are clear to everyone within your organization and practiced with everyone outside of it. If your values are not clear internally they will not be known externally.

The responsibility for service-based leadership rests with the leader at the top of the organization. Ken Blanchard said, “True success in servant leadership depends on how clearly the values are defined, ordered, and lived by the leader.” How clear are your organizational values and how well have you communicated them?

Re-claim your purpose. What is the true meaning or purpose behind what you do? Billy Sunday said, “More men fail through lack of purpose than lack of talent.” He’s right. The secret of service-driven leadership is found in your purpose. When your purpose and passions are clear so is your mission.

Without purpose you may find yourself like Alice in the fairy tale Alice in Wonderland. In a conversation between her and the Cheshire Cat, Alice asked, “Would you tell me please, which way I ought to go from here?” “That depends a good deal on where you want to get to,” said the cat. “I don’t much care where,” said Alice. “Then it doesn’t matter which way you go,”
said the cat.

Which way you go matters. Service-based leadership is deliberate, focused, and is crucial to your success. Service-based leadership is simply servant leadership principles lived out in the marketplace. In order for it to work, you must, like Churchill, paint the picture for others to see and put a plan into action. In order to get ahead you must be willing to serve.

Doug’s new book, Great Leaders Wanted, is now available. Visit www.dougsmanagementmoment.blogpsot.comtop order your copy today!

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Lead to Please?

Posted September 29, 2012
by dougdickerson

I don’t know the key to success, but the key to failure is trying to please everybody – Bill Cosby

Ask any Green Bay Packers fan and they will tell you without any hesitation that the infamous call at the end of the game against Seattle was blown and it cost them the game. Before the lockout with the regular NFL officiating crew was ended, the replacement referees were in an unenviable situation of trying to please the players, coaches, and fans. It was a daunting task.

It reminds me of the story of the boy who rode on a donkey as the old man walked. As they went along, they passed some people who remarked, “It’s a shame the old man is walking and the boy is riding.” The man and the boy thought maybe the critics were right, so they changed positions.

Later, they passed some people who remarked, “What a shame, he makes that little boy walk.” They decided they both would walk. Soon they passed some more people who thought they were stupid to walk when they had a decent donkey to ride. So they both rode the donkey.

Now they passed some people that shamed them by saying, “How awful to put such a load on a poor donkey.” The boy and man said they were probably right so they decided to carry the donkey. As they crossed a bridge, they lost their grip on the animal and he fell into the river and drowned. The moral of the story: If you try to please everyone, you will eventually lose your a_ _.

Jules Ormont said, “A great leader never sets himself above his followers except in carrying out responsibilities.” And while he makes an excellent point it is worth bearing out that a leader’s greatest challenge is in trying to please everyone. Not only is it not possible, but it will stress you out in the process. So what is a leader to do? Here are three things to remember when it would appear you are about to lose you a _ _.

Be a leader of principle not of politics. One of the hardest things for new leaders to learn is how to stand on principle and not be swayed by the expediency of office politics. It is much harder to stand alone when making decisions that run counter to popular opinion. After all, who doesn’t want to be liked?

In their book, Winning: The Answers, Jack and Suzy Welch state, “Your number one priority is to win in the marketplace so that you can continue to grow and provide opportunities for your people. Of course, you want your employees to be happy. But their happiness needs to come from the company’s success, not from their every need being met.” That is excellent advice every leader must learn. Lead from your convictions and principles; not politics.

Be a leader of purpose not of power. This is where most in leadership slip up. Some make the mistake that it is the quest for power that matters most. But when the quest for power is your chief motivation then your purpose (mission and vision) tends to take a back seat.

“There seems to be two main paths for people to get ahead in organizations,” writes John Maxwell. “One way is to try to get ahead by doing the work. The other is to try to get ahead by working an angle. It’s the difference between production and politics.” He’s right. When your purpose is clear and everyone is committed to the vision, you will not have to worry about power. Be a leader of purpose, on purpose, and you will go far.

Be a leader for your people not your position. Whenevera leader thinks it is about his position and not about people he will not be a leader for long. In the process these naïve leaders fail to remember this simple rule of leadership: your position does not give you the advantage; leadership does. Positions come and go, but the leader who endures is the one who is committed to serving his people.

Leadership is tough enough without trying to please everyone. When you make it your practice to lead by your principles, lead on purpose, and lead your people then you will the leader who has earned the respect of the people.

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Is Your Customer Service Performance Sustainable?

Posted September 8, 2012
by dougdickerson

If the world is cold make it your business to build fires – Horace Traubel

In a recent Gallup Business Journal feature, Scott Simmons and Christie Fraser reported on the state of customer service in the hospital industry. Notable in their findings: hospitals try to deliver the best healthcare outcomes and good customer service, but many are falling short. They say that the key to turning things around is by improving service demands that truly has a focus on the patient.

Be it the hospital industry or any other business where customer service is essential to survival it is important to look at how customer service is delivered. But it is imperative to look at that service through the eyes of leadership to determine if your performance is sustainable. Leadership expert John Maxwell says that everything rises and falls on leadership. He’s right. So does customer service.

The findings in a recent Bellingham Biz Review article revealed that “Companies can lose business because of dissatisfied clients. Did you know that only two to four percent of dissatisfied customers ever complain to a business regarding a poor experience? Conversely, they tell upwards of 20 people about the bad experience.” Ouch! If the customer is the life blood of your business doesn’t it stand to reason that intentional service-based leadership skill is a priority? Simply put, you need to EQUIP your team. Here are my five principles that can help you chart the course going forward.

Educate everyone. An essential component of any successful service-based business is team members who are knowledgeable. To that end, your customer service team should undergo product training for the benefit of the customer; leadership training for theirs.

Peter Drucker said, “Management is doing things right; leadership is doing the right things.” Essential to good customer service is good management. Essential to outstanding customer service is good leadership. When you combine the two through intentional leadership education you have the making of a powerful team.

Question everything. The purpose here is not to foster skepticism but to constantly evaluate processes and outcomes and to be sure that every advantage you need is in play. Malcolm Forbes said, “The smart ones ask when they don’t know. And, sometimes, when they do.” To fully understand whether your service performance is sustainable and going in the right direction you have to ask.

Understand expectations. At the heart of the customer service experience is a set of expectations that are in play. The only way to know the expectations of your customers is to know the customer. Knowing that is the easy part. Staying informed and ahead of the curve is another creature. It is important that your team knows that your customers are not transactions; they are people. In his highly acclaimed book, The Fred Factor, Mark Sanborn says, “Customers don’t have relationships with organizations; they form relationships with individuals.” He’s right. When you take care of customer expectations you will not have to worry about profits.

Insist on excellence. Great customer service is the by-product of a culture of excellence that flows out of leadership. If you want to know whether or not your customer service performance is sustainable then this is there you will make the discovery. Make it your practice to strive for excellence in all areas of service and your performance will soar.

Prioritize execution. In the end it is what you deliver that counts. Smart leaders know how to prioritize the daily demands that service-based performance requires. Consistency is a key component to your overall operation. When everyone knows how to prioritize and deliver with excellence then your potential is unlimited.

When you put these EQUIP principles into play within your organization you can position your team for great returns. One of the most meaningful long term benefits is that of customer loyalty. The Bellingham Biz Review article concluded with this insight: 20 percent of customers generate more than 80 percent of revenues and profits. Wouldn’t it be great to know what makes loyal customers return again and again?

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The Language of Leadership

Posted August 19, 2012
by dougdickerson

A warm smile is the universal language of kindness. – William Arthur Ward

An entry in Reader’s Digest relates the story of an individual calling for information about one of his credit cards. He stated, “I got the following prompt: ’Please enter your account number as it appears on your statement.’ Then the system said, ‘Please enter your five-digit zip code.’ After that, he got the third message, ‘If you would like your information in English, press one.’”

That story is a reminder of the barriers of communication and how language plays such a relevant role in our everyday lives. As a leader, the words we speak and the manner in which we convey them is a matter of importance. The way in which you and your team communicate with each other and your clients is a reflection of your leadership vocabulary.

This truth was recently brought home to me in two unique ways. The first experience was in a fast food restaurant chain where my family and I had dinner. The behind-the-counter staff was exceptionally friendly and greeted us with a warm smile. Throughout our stay the hospitable employees communicated a friendly and professional attitude that ensured that our decision to eat there was a good one.

The other experience occurred at an automotive service center. I was there with my father-in-law and when he went to pay for the services rendered he asked the representative if that was their best price for an eight-year customer. The young man replied, “Well, you paid me every time you came in didn’t you?” Even if the price was not going to change it was clearly not the answer either of us expected and it was not delivered in a tone that demonstrated appreciation toward a loyal customer.

Many comparisons have been made highlighting the differences between management and leadership. And while there are valid defenses and needs for both, I have come to realize this one truth: Good management needs good leadership just as much as good leadership needs good management. And the language of leadership is crucial to both.

As a leader you need to find your voice, but it is imperative to speak the language of leadership. When you and your team members speak the language of leadership it will change the culture of your organization. Not sure where to begin? Here is a primer to help you build your leadership vocabulary.

The language of leadership is positive. How well you communicate and what you communicate is a reflection of your core values. While organizational structures and operations vary from place to place, the ability of a leader to communicate in any environment is imperative. From the two examples I cited it’s obvious which one spoke the language of leadership.

Surround yourself with any successful leader or organization and you will find this common characteristic among each one; a positive outlook, a positive attitude, with positive outcomes. Negativity is easy enough to come by but when you make positive language a focal point of your leadership practice you can change hearts and minds one positive thought at a time.

The language of leadership is polite. William Feather said, “Politeness is an inexpensive way of making friends.” When you make it your practice as a leader to be polite you are expressing another degree of leadership competence that will always be in style.

When politeness is the centerpiece of your language as a leader, it will not make all of your problems go away nor will it eliminate the difficult decisions you have to make in order to run your organization. But when you speak with politeness towards others it then becomes the benchmark by which all language is measured.

The language of leadership is passionate. Most successful leaders I know are passionate. But not only that, they speak with passion. That is something you cannot fake or manufacture. The language of leadership is filled with passion and a desire to make that passion known.

Nelson Mandela said, “There is no passion in playing small-in settling for a life that is less than the one you are capable of living.” What a powerful truth. When you tap into your passions and begin to communicate them you are speaking the language of leadership.

The language of leadership – are you speaking it? What would you add to the list?

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Are You A Believer?

Posted August 11, 2012
by dougdickerson

It’s okay to let those you lead outshine you, for if they shine brightly enough, they reflect positively on you. – Billy Hornsby

Last year MarketTools, Inc. conducted a survey on employee satisfaction. The results revealed that most employees may not feel appreciated. Nearly 50 percent of employees surveyed have considered leaving their jobs. And 21 percent have applied for another job in the past six months.

According to the study, salary was by far the leading cause of employee dissatisfaction, cited by 47 percent of study participants. Other leading causes of dissatisfaction cited included workload, lack of opportunities for advancement, and the employee’s manager or supervisor. The study also found that 72 percent of surveyed employee’s companies do not have a formal program to regularly solicit feedback, or the study participants weren’t aware of such a program.

Exercising due diligence in hiring the best and brightest by companies is smart. But it is equally important that the same considerations be given to doing the right things that will keep them there. While there may be some dissatisfaction among the ranks over certain issues, the real difference maker is leadership. A strong leader sets the tone for the climate of the organization. When a leader believes in his people it can change that culture in a positive way. Here are four ways a leader can do it and why it matters.

Leaders are believers in the vision. One survey I read recently said that as many as 40 percent of employees do not know or understand their company’s mission. That is a disturbing percentage and it goes directly to the heart of leadership and why without it you are at a distinct disadvantage. If your vision is not known internally then it will be of no value to anyone externally. If your team is clueless then so are your customers.

When leaders believe in the vision of their organization and communicate it on a regular basis it gives your team the fuel they need to succeed. Sharing the vision of your organization is a necessary ingredient in establishing the right climate and is a minimizer of unnecessary negativity. Leaders not only believe in the vision of where they are going but willingly share it.

Leaders are believers in his people. The most appreciable asset you have as leader is your people. It’s a simple rule of leadership – loyalty to the leader always precedes loyalty to the vision. When you honor, respect, and empower your people you will have little worries about their loyalty to you.

Building your business or organization takes hard work and commitment. While it is important that your people buy-in to your vision it is equally important that as the leader you buy-in to them. Believe in your people and they will believe in you. Never miss an opportunity to express your confidence and to encourage your people. Where would you be without them?

Leaders are believers in your purpose. Similar in nature to vision; believing in your purpose goes deeper. In general, vision revolves around a shared set of goals and objectives for the organization. On the other hand, purpose has more to do with the dreams and aspirations of the people.

As a leader when you believe in the individual goals of each team member- goals that may transcend those of the company, you are exercising a high standard of leadership that few attain. The mark of leadership at this level signals your unselfish commitment to the purpose of investing long term in the life of others. Believing in the purpose of your people is the beginning of fulfilling your destiny.

Leaders are believers in destiny. The formula of V (vision) + P (people) + P (purpose) = D: destiny. As a leader you face many challenges as well as opportunities. Achieving your destiny is not by accident or happenstance. It is a combination of all parts of the formula working in harmony to see it come to pass.

I believe you can achieve your destiny. I believe when you apply this formula with your faith that your destiny is within reach. Your destiny awaits you. Are you a believer?

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The Blessing of Plan B

Posted July 21, 2012
by dougdickerson

Most people go to their grave with their music still inside them – George Bernard Shaw

In Bits & Pieces a story is told of Antonio; an Italian boy who loved music, but whenever he tried to sing the music that was in his heart, it came out so badly that all his friends laughed at him. Next to singing, the boy loved to hear the violin. He had a pocketknife he always carried with him and we would whittle all sorts of things with it.

One day Antonio learned that the greatest violin maker in all Italy, the great Nicolo Amati, lived in his village. Antonio began to whittle a violin and worked many hours on it. When finished, the boy walked to the house of Amati, who just happened to answer the door. The boy handed the master the small violin he had carved and said, “Sir, I love music, but cannot sing. I wish with all my heart I could learn to make violins.”

The great Amati smiled, looked at the small gift and said, “Beautifully done. You want to make violins? And so you shall. In time your violins will make the most beautiful music ever heard!” And so, Antonio Stradivari became the pupil of Nicolo Amati and in time made violins that equaled his master’s.

Consider the successes of the likes of Henry Ford, R.H. Macy, Soichiro Honda, Bill Gates, Walt Disney, The Beatles, Elvis Presley, Albert Einstein and Thomas Edison. The common thread among all of them is that their eventual successes were only attained after many failures early on in the careers.

Resilient leaders are not deterred by the disappointment that comes when Plan A is no longer an option. Success comes when Plan B is embraced and that can make all the difference. In business and in leadership, plans do not always turn out as we hope. In these times of testing you have a choice. Here are three things to remember when Plan A falls apart and Plan B falls in your lap and you are tempted to throw in the towel.

Plan B creates opportunity. Stradivari’s contribution to music was not to be found through his voice, but through his hands. He joined the passion of his heart with the skill of his hands and made his mark on the music world with it. The challenge in leadership is not to lay down what is in your hand but to use it. It may not be Plan A, but Plan B turned out incredibly well for Stradivari and it can for you if you choose the right attitude and give it all you have.

Plan B redirects your skills. Upon the outcome of this Hollywood legends first screen test, the director of MGM noted, “Can’t dance. Can’t sing. Can dance a little.” Undeterred, Fred Astaire went on to become an incredibly successful actor, singer and dancer. He kept that note in his Beverly Hills home to remind him of where he came from. As a leader, you will face many challenges and you will at times hear the voices of those telling you that it can’t be done. But in the end all that matters is what you believe in your heart and having the courage to pursue it; even if it is Plan B.

Plan B prepares you for a rewarding life. In many respects Plan B is not just about opportunities, but overcoming adversity. While his name is synonymous with some of the biggest films in the modern era, this movie director was rejected three times from the University of Southern California School of Theater, Film and Television. Years later in 2002, Steven Spielberg returned to school and completed his BA.

The blessing of Plan B is not always easy to see in the beginning. The blessing of Plan B is realized when we embrace it and begin the journey it takes you on. Wise leaders are flexible enough to know that when one door closes it is not the end; it’s just the beginning of living out your dream in a manner you didn’t expect.

Have you discovered the blessing of Plan B? Leave me a message and tell me about it.

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Doug’s new book, Great Leaders Wanted, is now available. Visit www.dougsmanagementmoment.blogspot.com to order your copy today.

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Musical Chairs

Posted July 17, 2012
by dougdickerson

Famed tenor Luciano Pavarotti shares a story from when he was a child growing up that made a great impact upon his life. Pavarotti says, “When I was a boy, my father, a baker, introduced me to the wonders of song. He urged me to work very hard to develop my voice. Arrigo Pola, a professional tenor in my hometown of Modena, Italy took me as a pupil. I also enrolled in a teachers college. On graduating, I asked my father, ‘Shall I be a teacher or a singer?’

‘Luciano,’ my father replied, ‘if you try to sit on two chairs, you will fall between them. For life, you must choose one chair.’

“I chose one. It took seven years of study and frustration before I made my first professional appearance. It took another seven to reach the Metropolitan Opera. And now I think whether it’s laying bricks- writing a book—whatever we choose, we should give ourselves to it. Commitment, that’s the key. Choose one chair.”

Had Pavarotti made the choice to teach, I believe he would have succeeded. The point is, you must find the one chair that is right for you and stick to it. Leadership has many demands and challenges, and your responsibility is to not fall between the chairs. Have you chosen your chair?

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