leaders – Doug Dickerson on Leadership

Leaders – Sometimes We’re The Problem!

Posted March 10, 2019March 11, 2019
by admin

There are no big problems, there are just a lot of little problems. – Henry Ford

A story is told of an old guy driving home from work when his wife calls him on his cell phone. “Phil,” she shouts in a panic, “Please be careful! I just heard on the news that some lunatic is driving the wrong way on Route 80”. “Heck Doris, it’s not just one car,” he replies. “It’s hundreds of them!”

That humorous story is a reminder for all in leadership. For all the times we think we are the only ones who have it all together, we then come face to face with the reality that on any given day, we are the only one who doesn’t.

Sometimes we just have to drop all pretense and just admit it. We are not immune to screw ups. Like everyone else, we’re human.

Leaders deal with problems all the time. Usually someone else’s. But sometimes we’re the problem. There a few ways this plays out. Let me explain how. See if you can relate.

The problems we ignore

Leaders become part of the problem when we ignore problems. Leaders who ignore problems within their organizations – causing them to fester beneath the surface for far too long, only contribute to lingering morale issues. We become part of the problem when we refuse to address issues that have the potential to adversely affect our organization or our people. Click To Tweet

The problems we deny

Unlike the problems we see but ignore, leaders become part of the problem by denying certain problems exist. This can either be because we don’t want to believe it’s true, or because we are afraid of how it might reflect upon our leadership. Denying problems don’t make them go away. And when you, as a leader, continually deny the existence of issues going on within your organization, then by default, you are part of the problem. Click To Tweet

The problems we don’t delegate

Not every problem that exists within your organization calls for your attention. Only the ones no one else can handle or otherwise requires additional personnel to solve need our attention. We become part of the problem when we take ownership of every problem. Ask yourself this: If you have to solve every problem then what else are you meddling with that you shouldn’t?

The problems we obsess over

Every leader is different and every leader has that one pet peeve that sets them off as nothing else will. It’s in times like this that leaders need to be self-aware enough to realize that they need to back off and not allow their own prejudices to disrupt things. What we obsess over, in the minds and eyes of our people, may be insignificant in light of the big picture. Pick your battles wisely and don’t fall on the sword for your trivial gripes.

The same problems we deal with over and over again

As a leader, when we “solve” the same problems over and over again then we’re not really solving them. Band-aid approaches only last so long. Click To Tweet We become part of the problem when the same problems surface time and again. Every leader faces problems and some of them will look familiar or recycled. So don’t look for the quick fix. Find a long term approach that will last for the long haul.

As leaders, we don’t always get things right and make our fair share of mistakes. While it may not be obvious to you, it is to those around you. But don’t let that deter you. The greatest problem is not found in making mistakes or in getting things wrong, the problem is found in not acknowledging them and learning from them.

Are you part of the problem or are you part of the solution?

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The ‘I’, ‘We’, and ‘You’ of Teamwork

Posted April 27, 2017
by dougdickerson

In order to have a winner, the team must have a feeling of unity; every player must put the team first-ahead of personal glory. – Coach Paul “Bear” Bryant

A team, business, or organization that desires to attain any degree of success must reconcile basic understandings of teamwork with practical application. There is an abundance of information available on the topic. But how do we make it applicable? What attitudes should a leader adopt that will cause people in your organization to buy-in to your leadership and commit themselves to its team environment?

One such approach I discovered is found in a statement attributed on the late Paul “Bear” Bryant, the legendary football coach at the University of Alabama. He said:

“I’m just a plowhand from Arkansas, but I have learned how to hold a team together. How to lift some men up, how to calm down others, until finally, they’ve got one heartbeat together, a team. There are just three things I’d ever say: If anything goes bad, I did it. If anything goes semi-good, then we did it. If anything goes real good, then you did it. That’s all it takes to get people to win football games for you.”

This attitude is a reflection of his coaching and leadership style. Bear Bryant coached football teams for 38 years and in that time he had a 323-85-17 record including 29 bowl game wins. In the interest of full disclosure, I am not an Alabama football fan. I am a proud Tennessee Volunteer. But that aside, Coach Bryant’s insights into teamwork are worth serious consideration. Here are what I call the ‘I’, ‘we,’ and ‘you’ approach to his teamwork model.

I – “If things go bad, I did it.” This approach speaks to his accountability as a leader. Most leaders would prefer to throw themselves into the spotlight rather than under the bus. Leaders who have developed the teamwork mindset knows who deserves the spotlight when things go well and who deserves to catch the spears when they don’t.

Coach Bryant knew that in order for his teams to play at the level of his expectations he had to earn their trust. The same principle applies to you as a leader. You have to earn the trust of your people in order to build a cohesive teamwork environment. This takes a leader knows how to coach his or her people then get out of the way and let them perform.

We – “If anything goes semi-good, then we did it”. This speaks to a balanced approach of how he saw his role as a leader and what amount of credit he felt he ever deserved. If things went reasonably well then it was safe to say “we did it.” If not, then, of course, we know how felt.

Coach Bryant knew that “semi-good” successes were good for morale and are what led to the “one heartbeat” as he described it. The road to National Championships was paved one play, one-quarter, one-half, and one game at a time. It was in the grit and grind of the “semi-good” that his great teams came together. And it was in those moments for the players that the transition from “I” ( look at how great I am, etc.) to “we” transformed them into a team. Coach Bryant was the example the players needed to make that transition.

You – “If anything goes real good, then you did it”. This statement speaks volumes about the heart and character of a great leader. When a team has come together, when they’ve left it all on the field, and together they have won a victory – the leader does not say, “look at what I did”, the true leader says, “you did it”.

“A leader is best,” said Lao Tzu, “when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves”. This is at the core of the leader who sets out to build a team.

Are you developing the heartbeat of a team?

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Are We Keeping Pace As Leaders?

Posted April 21, 2017
by dougdickerson

The speed of the leader is the speed of the gang. – Mary Kay Ash

After watching this video entitled Did You Know, I will confess that I have more questions than I have answers. Perhaps you have seen the video before. It’s been updated and is well worth the look. Here are a few highlights taken from it:

China will soon become the Number One English speaking country in the world.
The 25% of India’s population with the highest I.Q.’s is greater than the population of the United States. Translation: India has more honor kids than America has kids.
The Top 10 in-demand jobs in 2010 did not exist in 2004.
We are currently preparing students for jobs that don’t exist, using technologies that haven’t been invented, in order to solve problems we don’t even know are problems yet.
There are 845 million monthly active users on Facebook. If Facebook were a country it would be the third largest (behind China and India).
Twitter is seeing about 50 million tweets per day, That breaks down to about 600 per second.
The number of text messages sent and received every day exceeds the total population of the planet.
It is estimated that a week’s worth of the New York Times contains more information than a person was likely to come across in a lifetime in the 18th century.
The amount of technical information is doubling every two years. For students starting a 4-year degree, this means that half of what they learn in their first year of study will be outdated by their third year of study.

The pace at which our world is changing is breathtaking. We truly live in remarkable times. And this leads to many questions so please indulge me. My focus here is not so much about leadership “tips” or quick anecdotes, but rather reflective questions meant to awaken the leader in all of us. My questions are rhetorical but also intentional. You may have the same ones. Hopefully, you will have additional ones. I would sure like to hear them. Here are a few of mine:

Are we as leaders cognizant of how rapidly our world is changing around us and are we ahead of the curve or behind it?
What are the best leadership practices or beliefs that transcend time or culture?
In what ways have technologies helped us as leaders? In what ways has it hurt?
How do the changes that are taking place in our world change the way in which we as leaders relate to people today and going forward?
What will be our most essential leadership skills ten years from now? Will they be the same as today?
Are we raising up leaders today to meet the challenges of leadership tomorrow?
Do I have a mindset that is slanted toward embracing the changes that are happening or is it a fixed mindset that has me stuck?
Do I need to change my current leadership style to prepare me for the future?

John F. Kennedy said, “Change is the law of life.” He was right. Change is happening at a faster pace than perhaps any of us ever expected. Are we keeping pace?

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The Things That Matter Most

Posted April 13, 2017
by dougdickerson

It’s not hard to make decisions when you know what your values are. – Roy E. Disney

In his new book No Limits, John Maxwell makes a profound statement worth consideration. He writes, “Today I am far less interested in certainty about many things and much more interested in clarity about the few things that matter.”

The statement comes on the heels of writing about how he relies less on his beliefs, which over the years have become fewer and fewer, and more on values which do not change. He adds, “Every time you learn something new, your beliefs adjust. In my lifetime I’ve let go of dozens and dozens of beliefs that I once possessed just because I learned more or experienced more.”

It caused me to reflect on my own personal and leadership journeys. I can also look back now and see where certain beliefs have changed over time. Clarity of values has brought perspective which in turn has brought much more meaning to life.

Where are you on your journey? Your belief systems are vitally important and I do not wish to diminish them. But perhaps a shift, no matter how small, toward having more clarity over your values is in order. Beliefs will change over time and through life experiences, but your values are your foundation. Here’s why they are important.

Values clarify your why

Your life’s purpose, both personally and professionally, is rooted in your values. Life has meaning and fulfillment when you know why you were placed on this earth. When you have more clarity about why you are here then everything else you do toward that end makes more sense. No longer is it a chore, it’s a calling.

Values clarify your passion

Passion alone is not enough. I can get passionate about losing weight for a week or two, but if I don’t have the discipline to follow through it won’t be enough. Passion is the fuel for your purpose. When you understand why you are here and the purpose behind it, then your passion will be contagious.

Values clarify your character

Maxwell devotes a section to the role that values play in determining your character. He writes, “Our values determine our character, and our character determines the direction we will go in life.” Clarity of values is critical to understanding the kind person you will be because your character flows from it. Whatever station you are at in life – husband, wife, father, mother, executive, leader, etc., what will set you apart is that you are a person of character. In short – clarify your values, clarify your character.

Values clarify your focus

Maxwell said he was far less interested in certainty about many things and much more concerned about clarity in the few things that matter. What great perspective!

What about you? How different would your life be right now if you began making the shift away from wanting certainty about many things to clarity about the few things that matter most? In this stage of your life right now, what are the few things that matter most?

We want certainty because we have a sense of security attached to it, but life takes on a whole new meaning when we can look at it with clarity. That’s when you understand what matters most.

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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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The ‘Yes Men’ Disconnect and How it Hurts Your Leadership

Posted January 26, 2017
by dougdickerson

Very few big executives want to be surrounded by ‘yes’ men – Burton Bigelow

I heard a somewhat humorous account some years back about the Biblical story of David and Goliath. When the Israelites came up against Goliath all the soldiers thought was, “He’s so big we can never kill him.” When David looked at him he thought, “He’s so big I can’t miss.” It all came down to perspective. And in the end we know, David killed the giant.

One of the blind spots for leaders who have been around a long time in their organization is that they tend to be the ones with the greatest disconnect to what is really happening. And many a good and aspiring leader had rather tell the boss what he or she wants to hear rather than what they need to hear. Sound familiar?

But most credible leaders will tell you that they want the perspective of people they trust. And being a ‘yes man’ is more self-serving than it is helpful. What leaders need to hear is the truth.

But let’s be honest- many find it difficult to speak the truth for fear of negative repercussions, etc. And out of that fear, the truth is sacrificed for the expediency of the moment. As an aspiring leader yourself, what are you to do? Here are a few tips to navigate those treacherous waters.

Build relationships

That you want to speak truth to the leader in your life is noble. But you have to earn that right. And you earn that right not by being “right” all the time but by building a relationship where you earn that person’s trust. Until you recognize this you will always be afraid to speak up.

Be a team player

If you are going to build off that trust you must be a team player. By that I mean you must check your ego at the door and your motives must be genuine. It’s as you build up your leader that you build up your organization. If you have hidden motives eventually it will come to light. You’ll never build trust if your intentions are deceiving.

Stop being the gatekeeper

Leaders need perspective and people around them that will speak the truth. But that can’t happen so long as gatekeepers build walls that prevent all voices and ideas from being heard. If you truly care about your organization then you will welcome input and ideas from a wide range of people who can provide the perspective that is needed. Disarm the body guards and let your leader hear what needs to be said.

Be courageous and humble

Speaking the truth will not always be easy. It will require courage on your part and a dose of humility to say it. To that end, more times than not it is not what you say but how you say it that makes the difference. Most leaders want the truth, but not delivered with an arrogant attitude.

In the end, two things really matter: leaders need to be told the truth and have people surrounding them not afraid to speak it. You are doing a disservice to yourself, the leader you work with, and to your organization as a whole if you don’t. It’s a mark of your maturity as a leader when you learn to do it right and when you do everyone wins.

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What’s On Your Success List?

Posted September 8, 2016
by dougdickerson

Things which matter most must never be at the mercy of things which matter least. – Johann Wolfgang von Goethe

The story is told of a new bank president who met with his predecessor and said, “I would like to know what have been the keys to your success.” The older gentleman looked at him and replied, “Young man, I can sum it up in two words: Good decisions.” To that the young man responded, “I thank you immensely for that advice, sir, but how does one come to know which are the good decisions?” “One word, young man,” replied the sage. “Experience.” “That’s all well and good,” said the younger, “but how does one get experience?” “Two words,” said the elder. “Bad decisions.”

Years ago, like many I suppose, I was programmed to equate success in terms of what I was able to cross off of my “to-do” list at any given time. As each item that was transcribed onto the list was successfully completed it somehow gave me a sense of accomplishment. But the euphoric feeling didn’t last long as a new list soon replaced it and the process started all over again.

As time went by I began to see and understand the frustration associated with this hamster wheel approach of measuring success. I was running myself ragged checking off “to-do’s” which ultimately culminated with an empty feeling on the inside and little to show for it outside. Can you relate?

Allow me to introduce you to a few ideas from the book The One Thing, by Gary Keller (Order on Amazon at http://amzn.to/2c6nqje) that I believe will empower you as a leader. K onething eller devotes a powerful chapter to the myth that everything matters equally. Here are three key thoughts worth consideration.

You need a success list not a to-do list

The key thought here is that your to-do list tends to be long whereas your success list tends to be short. “If your to-do list contains everything,” says Keller, “then it’s probably taking you everywhere but where you really want to go.” Focus more on what you should do and less on what you could do. Keller adds, “Instead of a to-do list, you need a success list- a list that is purposefully created around extraordinary results.” Your success begins with the way you frame it and define it. Success is not measured by checking off the to-do list, it is measured by what you check off of your success list.

Not everything is equal

Being busy does not necessarily translate into being successful. We succumb to the tyranny of the urgent and we end up chasing rabbits all over the place. In the end, the rabbit wins and you are worn out, frustrated, and empty-handed. Keller observes, “When everything feels urgent and important, everything seems equal. We become active and busy, but this doesn’t actually move us any closer to success. Activity is often unrelated to productivity, and busyness rarely takes care of business.” When you remember that not everything is equal many things can come off your to-do list.

Work from your priorities

Successful people have a clear set of priorities. They think and act different. They have an “eye for the essential.” The crux of the matter, as Keller points out is that “the majority of what you want will come from the minority of what you do. Extraordinary results are disproportionally created by fewer actions than most realize.” Success comes not from a long to-do list you check off one by one, it come from focusing your time, energy, and creativity around a short list that you have prioritized (Pareto’s 80/20 principle). Success is not doing many things half-heartedly, it is achieved by making the list smaller and smaller and pouring yourself into it.

Making the transition from busy to productive to successful comes about as you make your list smaller not larger. It comes from clear priorities and understanding that not everything is equal. Do yourself a favor as a leader and get off the hamster wheel of being busy and start being successful. It will make all the difference in the world.

What’s on your success list?

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Be The Right Person (Video Blog)

Posted July 11, 2016
by admin

[youtube https://www.youtube.com/watch?v=eCU3C5_g9lg&w=560&h=315]

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The Measure of Your Worth

Posted June 23, 2016
by admin

Try not to become a man of success, but rather try to become a man of value. – Albert Einstein

Perhaps no composer has captured the musical heart and soul of America as did Irving Berlin. In addition to familiar favorites such as “God Bless America” and “Easter Parade,” he wrote, “I’m Dreaming of a White Christmas,” which still ranks as the all-time best-selling musical score. In an interview for the San Diego Union, Don Freemand asked Berlin, “Is there any question you’ve never been asked that you would like someone to ask you?” “Well, yes, there is one,” he replied. “‘What do you think of the many songs you’ve written that didn’t become hits?’ My reply would be that I still think they are wonderful.”

When it comes to the value that is placed upon you as a leader, regardless of the industry you are in, there is a formula for calculating your worth that is possibly being overlooked.

Certain things continually show up in the rubric of work that are measurements of success that people look to in order to prescribe your worth. Fair or not, that tends to be the norm. Performance reviews center around one’s ability to stay on task, how well he/she works with others, meeting specified goals, contributions to the bottom line etc. (all of which are important and are not meant to be diminished here).

Go back to the story for a moment. While Irving Berlin was famous for the songs we all know and love, he was equally as proud of the ones that did not become hits. It serves as a great reminder for us as leaders. Do you think anyone would think less of Berlin as a gifted singer for recording songs that did not make it to the top of the charts? No.

But herein lies the dilemma. There are countless leaders the world over who daily contribute in thousands of different ways to their respective organizations who do not get the recognition, notoriety, and fame like some do. Does that make them any less a leader in their own right? Certainly not!

Allow me to give you a word of encouragement and a few simple reminders of just how valuable you are as a leader and as a person even if you feel like no one sees, no one cares, or if no one is paying attention. I’d like to frame it from an excerpt from Mother Teresa’s “Do It Anyway” poem.

“If you are kind, people may accuse you of selfish, ulterior motives. Be kind anyway.”

Your worth as a leader is not based upon what other people think or say about you. Be kind and find your lane to operate in and don’t allow yourself to be defined by your critics.

“If you are honest and sincere people may deceive you. Be honest and sincere anyway.”

Your worth as a leader may be underestimated by those who mistake your honesty and character for weakness. It’s not. And when others try to deceive you they will soon learn that lesson the hard way.

“What you spend years creating, others could destroy overnight. Create anyway.”

Your worth as a leader is found in the value that you add to others. It is also reflective in the value that you bring to your organization. Others may by their actions and attitudes tear down or destroy, but keep building anyway.

“If you find serenity and happiness, some may be jealous. Be happy anyway.”

Your worth as a leader is found in your ability to lay your head down at night and be at peace with yourself, with others, and with your Creator. The serenity in your heart the happiness on your countenance may make others jealous, but your worth is not measured by their unhappiness. You have happiness in your heart for a reason. Don’t give it up.

“Give the best you have, and it will never be enough. Give your best anyway.”

Your worth as a leader is not found it what you take but in what you give. Although in the grand scheme of things it may never be deemed enough, give your best anyway. The measure of your worth and your value as a leader is not defined by where others think you’ve come up short but by what’s in your heart. Keep giving your best!

“In the final analysis, it is between you and God. It was never between you and them anyway.”

Take this one last piece of encouragement to heart. At the end of the day this what you hang your hat on. Be encouraged. Stay strong. Keep serving. You now know who’s keeping score.

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Relationships: The Fuel of Your Company Culture

Posted January 15, 2016
by admin

work

The purpose of life is not to be happy, it is to be useful, to be honorable, to be compassionate, to have it make some difference that you have lived and lived well. – Emerson

Some time ago I came across this story of 76- year old Bill Baker. If you think your family has problems, consider the mayhem created when he wed Edna Harvey. She happened to be his granddaughter’s husband’s mother. That’s where the confusion began, according to Baker’s granddaughter, Lynn.

Lynn said, “My mother-in-law is now my step-grandmother. My grandfather is now my stepfather-in-law. My mom is my sister-in-law and my brother is my nephew. But even crazier is that I’m now married to my uncle and my own children are my cousins.”

From this experience, Lynn should gain profound insight into the theory of relativity.

We’d all agree that relationships can be tricky. We bring to any workplace culture our own unique personality, quirks, beliefs, and qualities. Blending those characteristics into a cooperative environment can be a challenge.

The truth is, we live and work in the context of relationships and as leaders we are not exempt. Are you being intentional about the value of relationships and doing what you can to foster good ones? Passive participation will produce nominal results at best.

Building a strong organizational culture begins with building solid relationships – it’s that simple. But it’s also that hard. So what is a leader to do? Here are four steps to building better relationships.

Take the initiative

This is one of the fundamental characteristics of a strong leader. As such, you do not wait to take the first steps in the right direction. Take responsibility and act as if developing good relationships depends on you- because it does.

You build good relationships as a leader by being proactive. For some leaders this may be a big step out of your comfort zone but the more you do it the more at ease you will become. Show your people that relationships matter by making it personal.

Find common ground

Good relationship are essential to your company culture. Mesh all of the personalities and differences together and you have the potential for something truly unique and special—if you do it right.

So long as we allow our differences to divide us we will have problems. A strong leader will find common ground, find points of common interests and goals, and build off of it. Our objective is not to create molds of ourselves – to mold everyone into our way of thinking, believing, and way of doing things. It’s to embrace our differences, build off of our uniqueness, and elevate everyone because of it. Find common ground and build from there.

Welcome everyone

Building relationships in your company environment happens as everyone is welcomed in. The responsibility rests with you as the leader to create an atmosphere in which everyone is made to feel welcome and no one is shut out. To foster anything less is to play favorites and create division.

When diversity of relationships are seen through the lens of value that each person in your organization possesses then everyone feels like they belong. Your life as a leader is much richer and rewarding when you experience the full range and scope of a diversity of relationships. Do yourself a favor- broaden your circle and welcome everyone.

Look outside yourself

The final thought is this – the strength of your relationships and the power of the company culture you build is realized not when you attain it but in how you use it. It’s not so much about having a “look at us” mentality, but in a “how can we serve you?” expression of it.

As a leader it’s not about you. If you integrate that belief and expand it system wide, then you have the potential to do great things. Why not tap into the uniqueness of your people, harness the power of your relationships, and turn it into a force for good? Can you imagine the impact you can make? When you do this then you will begin to discover a whole new dimension of the power of relationships. Are you ready?

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