HR – Page 31 – Doug Dickerson on Leadership

Are Your Expectations Serving You Well?

Posted July 14, 2012
by dougdickerson

Oft expectations fails, and most oft there where it promises – William Shakespeare

A story is told of a young psychology student serving in the Army who one day decided to test a theory. Drawing kitchen duty, he was given the job of passing out apricots at the end of the chow line.

He asked the first few soldiers that came by, “You don’t want any apricots, do you?” Ninety percent said “No.” Then he tried the positive approach: “You do want apricots, don’t you?” About half answered, “Uh, yeah. I’ll take some.” Then he tried a third test, based on the fundamental either/or selling technique. This time he asked, “One dish of apricots or two?” And in spite of the fact that soldiers don’t like Army apricots, 40 percent took two dishes and 50 percent took one.

The story is a reminder of the power of expectations and how they serve you in leadership. A word of caution to leaders is not to neglect this important leadership component- staying abreast of the expectations of your customers and clients; not to mention those of your organizational team.

Denis Waitley said, “Our limitations and successes will be based, most often, on your own expectations for ourselves. What the mind dwells upon, the body acts upon.” He’s right. So let’s probe a little deeper and be sure that the expectations you have are serving you well. Here are four questions for your consideration.

Are your expectations based upon reality? In leadership there is a fine line at times between expectations and reality. It is what Colin Powell refers to as the “ground truth” of measuring your current situation against the unvarnished truth as it exists. Expectations ought to be based on a blend of your current circumstances measured against future goals. Facing your expectations with this reality will keep you focused as you achieve your goals.

Are your expectations in harmony with your vision? While expectations must be grounded in reality they too must be in keeping with your vision. Do not sacrifice your vision because of your reality. The power of your expectations will carry you beyond your reality because it is a powerful motivator. Walt Disney said, “All our dreams can come true, if we have the courage to pursue them.” The power of your expectations will cause you to overcome any adversity if you put your mind and heart to it. Are your expectations vision based?

Are your expectations transferable? The buy-in of your expectations is critical. Have your expectations been articulated to and embraced by your team? John Maxwell was right when he said, “The people’s capacity to achieve is determined by their leader’s ability to empower.” The expectations of one has limited fulfillment. But when those expectations are embraced and enacted upon by your entire team, you will see a compound effect take place that will carry you to the next level. Make sure that your expectations have been transferred and received.

Are your expectations helping or hurting? Tony Robbins said, “People are not lazy. They simply have impotent goals-that is, goals that do not inspire them.” Are your expectations inspiring others? Leaders must evaluate their expectations in light of how they meet organizational goals and if they are properly promoting the health of the organization. While strong expectations serve your organization well, unhealthy ones can have a negative impact. It is important that the leader get it right and that the expectations you promote are taking you in the right direction.

Are your expectations serving you well?

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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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Why Ground Truth Matters

Posted July 12, 2012
by dougdickerson

In his new and highly recommended book, It Worked For Me, In Life and Leadership, Colin Powell writes about the importance of having what he describes as ground truth.

Powell writes, “…surround yourself with sergeants-that is, people with ground truth experience whose thinking is not contaminated with grand theories.” This is excellent leadership advice for the leader just starting out or as a reminder to the seasoned leader in need of a refresher.

The “sergeants”, the bearers of the ground truth on your front lines are some of the most valuable people on your team. They are the ones by which potential clients form their first impressions of your company and what they can expect in terms of any relationship going forward.

The sergeants in your organization are also the ones who will tell it to you like it is and give you the unvarnished truth as you need it delivered. A wise leader is one who knows his or her sergeants well and places a high degree of confidence in them. In the marketplace today you need people with ground truth experience who can help you.

John Maxwell said, “Few people increase the credibility of leaders more than adding value to people around them.” And that is what people with ground experience do – add value. Ground truth in leadership matters because those with it are invaluable to your organization.

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4 Leadership Lessons from the Founding Fathers

Posted June 30, 2012
by dougdickerson

The happy Union of these States is a wonder; their Constitution a miracle; their example the hope of Liberty throughout the world – James Madison

In the book, Resources, by Kenneth L Dodge, he writes of the experiences of the Founding Fathers after the Declaration of Independence was signed. As we know, 56 men signed the Declaration of Independence. Their conviction resulted in untold sufferings for themselves and their families.

Of the 56 men, five were captured by the British and tortured before they died. Twelve had their homes ransacked and burned. Two lost their sons in the Revolutionary Army. Another two had sons captured. Nine of the fifty-six fought and died from wounds or hardships of the war. Carter Braxton of Virginia, a wealthy planter and trader, saw his ships sunk by the British navy. He sold his home and properties to pay his debts and died in poverty.

At the battle of Yorktown, the British General Cornwallis had taken over Thomas Nelson’s home for his headquarters. Nelson quietly ordered General George Washington to open fire on the Nelson home. The home was destroyed and Nelson died bankrupt. John Hart was driven from his wife’s bedside as she lay dying. Their thirteen children fled for their lives. His fields and mill were destroyed. For over a year, he lived in forest and caves, returning home only to find his wife dead and his children vanished. A few weeks later, he died from exhaustion.

In celebration of our independence it is worth noting some leadership lessons from our Founding Fathers that we can benefit from today. Margaret Mead said, “Never doubt that a small group of thoughtful, committed citizens can change the world, indeed, it’s the only thing that ever has.” She’s right. Here are four leadership principles our Founders taught us.

The courage of convictions. Our founders clung to and fought for the cause of “life, liberty, and the pursuit of happiness.” Through years of hindsight and the benefit of our modern comforts, it is hard to comprehend their sacrifices.

Leadership today requires a steady conviction in the face of incredible challenges. What will be the hallmark of your leadership? To say that our Founding Fathers were men of conviction would be an understatement, but all great leaders are.

The sanctity of sacrifice. In the formation of our republic and in signing the Declaration of Independence, the Founders pledged to one another, “our lives, our fortunes, our sacred honor,” The leadership principle of sacrifice is not new. Our Founders understood it well. And to that end we understand that sacrificial leadership is selfless, not self-serving.

The commitment made 236 years ago reminds us that no great thing worth achieving comes without sacrifice and that causes greater than self are generally the lasting ones. Great leaders understand the power of sacrifice. What causes are you serving?

The fulfillment of faith. To their credit, the Founders understood and valued the practice of faith. In their wisdom the founders recognized the truth that we are all “created equal and endowed by their Creator with certain unalienable rights” by which we live our lives and practice our faith. It is not a prerequisite of leadership to be a person of faith, but it certainly is an asset.

It is through the practice of our faith that we see the world around us and the people entrusted to our leadership in a more meaningful way. A thoughtful leader seeks to be a blessing and to serve causes greater than self; a wise one remembers the source.

The power of purpose. It was through persecution, hardships, and struggles whereby the Founders rallied and mutually pledged their “reliance on the protection of Divine Providence” in declaring our independence.

The innumerable lessons our Founders taught us transcend political ideology and religious creed. The rally today is for leaders with purpose, backed by the power of their convictions, faith and sacrifice, to make a difference in the world. Thomas Paine said, “Those who expect to reap the blessing of freedom must undertake to support it.” Our Founders were leadership pioneers; let us honor their memory as we celebrate.

Happy 4^th!

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Momentum by Mistakes

Posted June 28, 2012
by dougdickerson

Even a mistake may turn out to be the one thing necessary to a worthwhile achievement. – Henry Ford

I came across some interesting statistics recently that underscored what could happen if 99% were good enough:

12 newborns will be given the wrong parents daily
2.5 million books will be shipped with wrong covers
315 entries in Webster’s Dictionary will be misspelled.
291 pacemaker operations will be performed incorrectly
20,000 incorrect drug prescriptions will be written this year

This is just a sampling of the types of errors that would occur on a regular basis if 99% is good enough. But let’s be realistic, mistakes will be made in your business or organization and some of them will be made by you.

The question as a leader then is how to minimize them and most importantly what we can learn from them and how to keep from repeating them.

A story is told some years back of when Jim Burke as head of a new products division at Johnson & Johnson dealt with a particular mistake. One of Burke’s first projects was the development of a children’s chest rub. The product failed miserably, and Burke expected that he would be fired.

When he was called in to see the chairman of the board, however, he met a surprising reception. “Are you the one who just cost us all that money?” asked Robert Wood Johnson. “Well, I just want to congratulate you. If you are making mistakes, that means you are taking risks, and we won’t grow unless you take risks.” Some years later, when Burke himself became chairman of J& J, he continued that word.

While no one relishes in mistakes and each one is committed to excellence, a good leadership skill and practice is to allow a margin of grace for mistakes and the possibilities that it creates for future success. Consider this: you might be one giant mistake away from your greatest breakthrough you’ve been working toward. Don’t give up!

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Restoring Confidence

Posted June 27, 2012
by dougdickerson

Confidence is that feeling by which the mind embarks in great and honorable courses with a sure hope and trust in itself – Cicero

The American painter, John Sargent, once painted a panel of roses that was highly praised by critics. It was a small picture, but it approached perfection. Although offered a high price for it on many occasions, Sargent refused to sell it. He considered it his best work and was very proud of it. Whenever he was deeply discouraged and doubtful of his abilities as an artist, he would look at it and remind himself, “I painted that.” Then his confidence and ability would come back to him.

One of the great marks of leadership is the ability to instill confidence in others. Don’t be distracted by all the negativity that surrounds you. Be encouraged and place your faith in the fact that despite how things may look for you at the moment, better days are in your future.

Theodore Roosevelt said, “Keep your eyes on the stars, and your feet on the ground.” As you chase your dreams keep the faith. Your best days are yet to come!

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It’s All About People

Posted June 25, 2012
by dougdickerson

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

Are you focused on your people skills? How important is it to you? One of the most important leadership skills that you will ever develop is your people skills. Without it, you are at a distinct disadvantage.

In the 1950s, marketing whiz Stanley Arnold was working at Young & Rubicam, where he was asked to come up with a marketing campaign for Remington Rand. The company was among the most conservative in America. Its chairman at the time was retired General Douglas MacArthur. Intimidated at first by a company that was so much a part of America, Arnold also found in that phrase the first inspiration for a campaign. After thinking about it, he went to the New York offices of Merrill Lynch, Pierce, Fenner and Beane, and placed the ultimate odd-lot order:

“I want to purchase,” he told the broker, “one share of every single stock listed on the New York Stock Exchange.” After a vice president tried to talk him out of it, the order was finally placed. It came to more than $42,000 for one share in each of the 1098 companies listed on the Big Board at the time. Arnold now took his diversified portfolio into a meeting of Remington Rand’s board of directors, where he argued passionately for a sweepstakes campaign with the top prize called A Share in America. The conservative old gentlemen shifted around in their seats and discussed the idea for a while. “But Mr. Arnold,” said one, “we are not in the securities business.” 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.

This example is a clear reminder that while there are many things that we consider important; we can’t lose sight of the most important thing—people! It’s as you develop, nurture, and grow your people that you begin to grow in the other areas that are important to you as well.

Wise leaders model good people skills. Are you a people-centered leader?

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Making Your Workplace Great(er)

Posted June 24, 2012
by dougdickerson

Always treat your employees exactly as you want them to treat your best customers – Stephen Covey

In Reader’ Digest a story is told of a factory worker who refused to sign up for group insurance. The problem was no policy could be issued until all employees signed up. Yet he held out stubbornly. The foreman begged him to sign; the shop foreman pleaded with him; the plant superintendent and general manager begged him to sign. Still he said no.

Finally, the owner of the factory took him aside and said, “Listen, if you don’t sign up, I’ll fire you.” The worker grabbed the paper and signed immediately. “Now,” asked the owner, “why didn’t you sign this thing before?” The man replied, “Because no one explained it as clearly as you did.”

That humorous story reminds us not only of the importance of good communication, but of the importance of a positive workplace environment. Recently in Washington, D.C., the 2012 Gallup Great Workplace Awards were presented. The annual awards recognize the top distinguished organizations based on the most rigorous workplace research ever conducted.

The award honors organizations whose employee engagements demonstrate they have the most productive and engaged workforces in the world. According to the story, the Gallup Great Workplace Winners span the globe and represent all facets of business from healthcare to hospitality, retail and manufacturing, banks and insurance.

From the list of the top 27 companies, here is the Top 10: ABC Supply Co., Inc., Adventist Health System, Alegent Health, Atlanta Hotels International, Bon Secours Health System, Central Retails Corporation ltd., Charles Schwab, Compassion International, Fairmont Raffles Hotels International, and Hawaii Pacific Health. It’s quite an impressive list.

Gallup’s Chief Scientist of workplace management and wellbeing James K. Harter said, “Worldwide, there are more than two actively disengaged employees for every engaged employee. The organizations we are honoring are ones that have worked hard to shatter and reverse what is typical and they average nine engaged employees for every actively disengaged employee.” What an eye-opening fact to be sure.

A Mercer survey last year of 30,000 workers worldwide found that between 28% and 56% of employees worldwide wanted to leave their jobs. In the U.S., 32% said they wanted to find new work. Conventional wisdom might suggest that given global economic concerns most employees would rather stick it out with a job rather than do without one. So how can employers bridge the gap between apparent or perceived dissatisfaction and foster a climate that makes their workplace a great place to succeed? Here are three ideas.

Engagement on all levels. As the Gallup awards indicated, the great workplaces are predominately filled with engaged employees. But what does that engagement look like? I believe it is characterized by strong morale, a collaborative work atmosphere, stellar communication, and respect for each individual’s talents and gifts.

Harter further noted, “Engaged employees are more productive, safer, more customer-centric, and more profitable. They are also 3-5 times more likely to be thriving in their overall lives, experience better days, and have fewer unhealthy days. In short, these winners are improving lives as they improve the overall performance of their companies.” That’s terrific.

Commitment to success. Organizations that thrive in today’s marketplace are characterized by those who have made it their mission to succeed. This takes shape when each individual in the organizational structure makes it their goal to deliver the highest quality possible. When this commitment is made on all levels then the sense of purpose and teamwork takes on a greater meaning.

Legendary football coach Lou Holtz said, “Once you learn how to work with people, you can accomplish anything. To do this, you must subvert your ego in the service of a higher cause. You must never forget that there is no “I” in the word team.” He’s right. Successful organizations are the product of success-minded people. Do you have the commitment of everyone on your team?

The extra -mile mentality. Engagement on all levels and a commitment to success are excellent starting places. But if there is not an “extra-mile” work ethic that captures the imagination of your team then you will be denied “great workplace” status. Going the extra mile may sound like a cliché but being average is not that appealing either.

What if everyone in your organization adapted an “extra-mile” philosophy? How would it change the culture and the success of your business? Wouldn’t you like to find out? As you embrace this mentality you position yourself for greatness.

Workplace greatness begins with you. Are you game?

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Filling the Leadership Void

Posted June 16, 2012
by dougdickerson

So much of what we call management consists in making it difficult for people to work. – Peter Drucker

A story is told of a man flying in a hot air balloon who realizes he is lost. He reduces height and spots a man down below. He lowers the balloon and shouts, “Excuse me, can you tell me where I am?”

The man below says, “Yes, you are in a hot air balloon hovering about thirty feet from this field.” “You must work in information technology,” says the balloonist. “I do,” replies the man, “How did you know?”

“Well,” says the balloonist, “everything you have told me is technically correct, but it is of no use to anyone.”

The man below says, “You must work in management.” “I do,” replies the balloonist, “but how did you know?”

“Well, says the man, “you don’t know where you are or where you are going, but you expect me to be able to help you. You are in the same position you were before we met, but now it’s my fault.”

That humorous story illustrates not just the difference between IT and management, but the stereotypes people have about management. Stephen Covey said, “Effective leadership is putting first things first. Effective management is discipline, carrying it out.” And while Covey’s definition is an applicable one, a recent study reveals that we’ve lost much ground as of late.

In a story by John Eccleston in Personnel Today, he cites research from The Chartered Institute of Personnel and Development revealing there is a “reality gap” between how good managers think they are in their roles and how effective they actually are.

The research reveals that three-quarters of employees report a lack of leadership and management skills, and believe that too many managers have an inflated opinion of their management abilities. The research highlighted contrasts between how managers said they manage their people and the views of their employees.

Six in 10 said they meet each person they manage at least twice a month to talk about their workload, meeting objectives and other work-related issues. However, just 24 percent of employees say they meet their managers with such frequency. In addition, more than 90 percent of managers said that they sometimes or always coach the people that they manage, but only 40 percent of employees agreed.

The glaring disparity between what managers believe they are doing verses what employee’s say they are is revealing. When asked about the disproportion, Ben Willmott, head of public policy at CIPD said, “Too many employees are promoted into people management roles because they have good technical skills, then receive inadequate training and have little idea how their behavior impacts others.” And he is right. So what steps can be taken to bridge the gap between the necessity of good management and strong leadership? Here are a few tips.

Focus on relationships. Whether you are in management in your office or in another form of leadership within your organization- relationships are critical. Relationships are the gateway to successful coaching, mentoring, and staff development.

The mechanics of office management are what they are and can be mundane, but good relationships are the key to team development. Get out from behind the desk and get to know your people.

Grow leaders. At the end of the day, it’s leadership that matters. Want to be a good manager? Grow as a leader. Want to be the best salesperson? Grow as a leader. The secret to your success and that of your organization is found in leadership development.

John Maxwell says, “Everything rises and falls on leadership” He’s right. The day you discover the secret of leadership is the day every other dimension of your organization begins to improve. How are you developing the leadership skills of your people?

Be intentional. Think of all of the required components of the operation of your organization. Careful thought and planning goes into goal setting, staffing and payroll, taxes, budgets, etc., but how much time and emphasis is placed on leadership development? John D. Rockefeller said, “Good leadership consists of showing average people how to do the work of superior people.”

An average manager becomes superior when shown a better way; the same for average employees. In what ways are you being intentional in the development of your team?

By no means is this an exhaustive list of steps that can be taken, but it’s a start. We do know this, there is a gap between management skills and strong leadership and the gap between the two is taking a toll. It’s time to fill the leadership void.

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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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