leadership development – Page 5 – Doug Dickerson on Leadership

7 Characteristics of a Teachable Leader – Part Two: Are You Teachable?

Posted October 10, 2022
by admin

Happiness is always on the other side of being teachable. – Shannon L. Alder

In part one of this series, I shared the story of a master martial artist who asked Bruce Less to teach him everything he knew about martial arts. Bruce held up two cups, both filled with liquid. “The first cup” Bruce said, “represents all your knowledge about martial arts. The second cup represents all my knowledge about martial arts. If you want to fill your cup with my knowledge, you must first empty your cup of your knowledge.”

And this is, in part, the secret to being a teachable leader. The significant point is that you must make space for new learning and applications in an ever-changing world.

In review, in part one of this series, I shared the roadblocks that prevent us from being teachable. Here they are: you don’t place value on personal growth, you become defensive, you don’t listen, you don’t seek out wise counsel, you deflect and compare yourself to others, and you’re stuck and haven’t grown as much as you can.

Any combination of the above can be detrimental to being teachable as a leader and prevent future growth. Let’s now take a look at seven characteristics that make you a teachable leader.

You’re humble

This is one of the most important characteristics of being teachable. Arrogance will close your mind, humility will open it. Humility allows you to see yourself in realistic terms. It enables you to recognize your limitations while empowering you to rise above them.

Humility causes you to recognize that there is always something new to learn, that there is always someone to learn from, and that being teachable is a matter of possessing the right attitude. Click To Tweet

You’re curious

Your curiosity, perhaps more than anything else, will cause you to be teachable. With curiosity, there is no limit to your learning. So long as you embrace curiosity the sky is the limit to your learning.

Walt Disney said, “We keep moving forward, opening new doors, and doing new things because we’re curious and curiosity keeps leading us down new paths.” What new paths are you on?

You’re proactive

There’s a big difference between the learning required of you – as in work-related continuing education- and the learning that you initiate. Part of being teachable is being proactive enough to see where you are and where you want to be and taking the initiative of the learning required to go there.

You’re open to correction

John Wooden said, “A coach is someone who can give correction without causing resentment.” And the opposite is also true – a teachable leader is one who can receive correction without becoming defensive or resentful.

Being teachable is an act of humility and when received in the spirit in which it’s given (preferably done the right way), it can have lasting benefits to your leadership. Do you receive correction and seek to learn from it or do you resent it?

You’re OK with failing

Some might be surprised by my inclusion of failing on the list of characteristics of being teachable. But I think it’s a valuable piece of the learning and teaching process. Failure is the price of learning and much of our learning comes through failing. It’s the reason why we have to be comfortable with it.

We don’t embrace failure for the sake of making excuses and staying where we are. We embrace it because we are trying to move forward and be better tomorrow than we are today. Click To Tweet Being teachable is all about embracing those difficult moments and turning them into positives.

You’re discontent with the status quo

The more you learn and are able to translate that learning into practical workable applications to life, it will create within you discontent for where you are and it will increase your desire to learn even more.

This is an upside to being teachable in that you discover it has rewards and benefits that impact your leadership today and into the future. When you combine being teachable with being discontent it will take you to new places in your leadership.

You’re growing

This is the natural by-product of being a teachable leader – you’re growing. And your personal growth and development will translate into greater influence in ways you may never have imagined without it.

If you want to grow as a leader, increase your reach and impact, and become all that you were created to be, then you and I must always be teachable.

Are you a teachable leader?

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7 Characteristics of a Teachable Leader: Part One – Defining the Roadblocks

Posted October 3, 2022October 3, 2022
by admin

It’s what you learn after you know it all that counts. – John Wooden

A master martial artist asked Bruce Lee to teach him everything he knew about martial arts. Bruce held up two cups, both filled with liquid. “The first cup” Bruce said, “represents all your knowledge about martial arts. The second cup represents all my knowledge about martial arts. If you want to fill your cup with my knowledge, you must first empty your cup of your knowledge.” And this is, in part, the secret to being a teachable leader.

And let’s be honest, it’s not so much about emptying your cup of everything you’ve ever learned about leadership. But the more significant point is that you have to make space for new learning and for new applications in an ever-changing world.

The challenge with new leaders is found in believing that in a short amount of time you think you know all there is to know. The challenge for veteran leaders is in believing that you do. Click To Tweet So the obstacle, on one hand, is arrogance in thinking you know more than you do, and on the other is complacency in thinking there’s nothing more to learn.

Winston Churchill said, “The most important thing about education is appetite,” and this is the challenge for all leaders – to have the appetite and curiosity to keep learning and to be teachable.

Before I identify the seven characteristics of teachable leaders, I’d first like to explore the roadblocks that prevent it. Why is it that we resist being teachable and what are the consequences? In order to be teachable, we have to know what attitudes, actions, or behaviors keep us from being teachable. I’ve identified six for your consideration.

You don’t place value on personal growth

If you don’t value personal growth you will not invest in it. In other words, you are content with the amount of knowledge and skill that you have believing that it will carry you. You will never rise to the challenge of leading others if you first don’t rise to the challenge of leading and growing yourself. Leaders lead by example and if you are not teachable then don’t expect it from your people.

You become defensive

In teachable moments that you have – especially with mentors and those with more knowledge and experience, one sure sign of not being teachable is that you become defensive. And what happens plays out like this: you defend yourself rather than listen; you justify your actions and behaviors rather than correct them, and you put up walls. So long as you are defensive and not teachable, you forfeit the opportunity for a teachable moment and to be a better leader.

You don’t listen

A big part of being teachable as a leader is found in listening. The greatest quality of being teachable is not found in what you think you need to say but in what you need to hear. Click To Tweet Part of our defense mechanism is that we tend to not listen and we interrupt (especially when we are hearing unpleasant truths) when the most beneficial thing we can do is to be quiet and listen. Being teachable is a humbling process that requires us all to realize that learning never ends and that sometimes the most prudent thing to do is stop talking and listen.

You deflect and compare yourself to others

Another sign of not being a teachable leader is that you deflect and compare yourself to others. What does this deflection look like? You might say things like, – “but this person is not doing…” or compare yourself by saying something like, “at least I’m not like this person…” And here’s the rub – it’s unhealthy and it prevents you from being teachable. The measure of your leadership is not found in how you stack up and compare to the person next to you. You never elevate yourself as a leader - ever - by putting someone else down. Click To Tweet You are responsible for your own growth and development and it doesn’t happen by propping yourself up by putting others down.

You don’t seek out wise counsel

In my years in leadership, there’s one undeniable truth that I confront on a daily basis and it’s this – there is always something to learn from someone else. The more we learn the more we realize how much we don’t know and in order to improve we have to intentionally seek out wise counsel.

You’re stuck and have grown as much as you can

This perhaps is the saddest indication of all that that you are not a teachable leader. You are living under a self-imposed lid on your potential. And until you are willing to change, you will never reach it. So long as you are not teachable you’ve grown as much as you ever will.

Final Thoughts

Being a teachable leader is one of the greatest compliments to your leadership. But arrogance and pride can be your demise if you’re unwilling to learn. Next week In part two, I will share seven characteristics of teachable leaders.

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How Anxiety Impacts Your Leadership – Part Two: Stay Calm

Posted September 19, 2022September 20, 2022
by admin

Anxiety does not empty tomorrow of its sorrows, but only empties today of its strength. -Charles Spurgeon

In Part One of How Anxiety Impacts Your Leadership, I shared a story from the book by Tod Bolsinger entitled Canoeing the Mountains. In the book he shared the story of how when a herd of impala in the brutal African heat find a watering hole they rush to drink, crowding in, fearful of not getting enough water to sustain them. Suddenly, one impala raises his head on high alert. Immediately every other impala stops drinking and stands at attention. At that moment, every impala has a life-or-death decision: Is this a lion or not?

If there is a lion lurking near that spot and they don’t run, they become lion lunch. If there’s no lion lurking near the hole and they do run, they lose their place at the watering hole and could die of thirst.

If there is a lion and they run, or if there is no lion and they don’t run, they live another day. But all that matters is: Is that a lion or not? Everything in their impala being is focused on making that crucial life-and-death decision. Just like they do every day. Numerous times a day.

Part of what helps the impala make that decision is the herd energy, the animal anxiety that permeates the group and causes them to share listening, hearing, and deciding together. The key takeaway from part one is found in how the impala has to make this split-second decision of determining whether the threat is a lion or not. And translating that into leadership, are we making decisions based on fear or facts and whether the threats we sense are real or made up? These are critical decisions that have to be made and it’s important to your leadership and your team to get it right.

In our high-anxiety moments as leaders, much is riding on the decision-making process we engage in. As leaders, what are the one or two things that you can do to instill confidence and clarity in the moment? Here in part two, let me offer up a few suggestions.

Stay calm

We’ve heard this statement so much that sometimes I wonder if its true effect of it is lost on us. So what does stay calm really mean for you and me as leaders? Bolsinger defines it this way: “To stay calm is to be so aware of yourself that your response to the situation is not to the anxiety to the people around you but to the actual issue at hand.” And it’s when you are leading on this level that you know you are effective. When your actions as a leader do not raise or contribute to the level of anxiety of those around you, then you know you have a calming effect as a leader.

As a leader, you don’t want to make threats- whether real or perceived- any worse. You want to be able to lead your people with a steady hand and laser-like focus. This can only happen when you are calm on the inside and out.

Make better decisions

An obvious by-product of staying calm is your ability to make better decisions. Bolsigner’s perspective is: “For leaders, the point of calming down is not to feel better; it’s to make better decisions. It’s to make the best decisions for furthering the mission. When people are too hot, they don’t.”

And this is the point we have to remember; anxiety leads to poor decision-making. Whether that’s coming from the people you lead or you as the leader, it can derail the mission because bad decisions were made. Making good decisions is not about being lucky. It’s a result of smart intuitive leadership instincts developed over time and experience. Click To Tweet

Final Thoughts

In one way or another, anxiety is going to impact your leadership. When it does, you can channel that energy into something positive, lead from a place of calm and inner strength, make better decisions, and lead your team forward.

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How Anxiety Impacts Your Leadership – Part One: Is it a Lion or Not?

Posted September 12, 2022
by admin

Anxiety does not empty tomorrow of its sorrows, but only empties today of its strength. -Charles Spurgeon

In the book Canoeing the Mountains, Tod Bolsinger shares how when a herd of impala in the brutal African heat find a watering hole they rush to drink, crowding in, fearful of not getting enough water to sustain them. Suddenly, one impala raises his head in high alert. Immediately every other impala stops drinking and stands at attention. At that moment, every impala has a life-or-death decision to make: Is this a lion or not?

If there is a lion lurking near that hole and they don’t run, they become lion lunch. If there’s no lion lurking near the spot and they do run, they lose their place at the watering hole and could die of thirst.

Part of what helps the impala make that decision is the herd energy, the animal anxiety that permeates the group and causes them to share listening, hearing, and deciding together.

Over the course of the past few years, no doubt you’ve experienced a lot of anxiety. And hopefully, along the way, you’ve learned from it as well.

Here’s another observation from Bolsinger about anxiety. He writes, “Anxiety isn’t a bad thing; it’s a creaturely thing. It just is. We feel anxious when we are reacting to a threat, whether real or imagined. Sometimes the anxiety is a gift that tells us that something bad is threatening the clan.” Think “mama bear” parental instincts.

And so for all the desire to rid ourselves of anxiety, perhaps there is a greater purpose to discover. Here are a few questions for consideration.

Are you basing decisions on fear or facts?

As a leader, you need to be grounded in facts when making decisions. When fearful and anxious we tend to be more reactionary than normal. In those moments, access the threat – perceived or real, and then proceed

Is there really a threat or is it something made up?

It could be that the anxiety you feel is an actual threat that you need to deal with. But nothing could be worse for the health of your organization than wasting time and energy responding to a threat that was only the by-product of someone’s overactive imagination.

Your leadership instincts are important and knowing how anxiety impacts it is as well. You will lead people with varying degrees of anxiety and how they deal with it will also vary. Click To Tweet Here is a truth you need to remember – people who are overly anxious do not always make the best decisions. When facing high levels of anxiety, Bolsinger says that people will react in one of three ways: We fight, we flee, we freeze. We run from danger and leave the others to fight the lions alone. Or we capitulate and allow the herd to be overrun. We turn on each other instead of working together.

Final Thoughts

Your leadership instincts are important and knowing how anxiety impacts it is as well. Anxiety can devastate your leadership and your organization or you can learn to use it to your advantage. But one thing is unavoidable as a leader – you will deal with it. But one thing is unavoidable as a leader – you will deal with it. And in those moments when it really counts and so much is on the line – you will need to determine whether it’s a lion or not.

Next week in part two of this series, I will outline some practical steps you can take in your leadership to help those around you by not allowing anxiety to paralyze your organization or your leadership.

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The Priority of Time

Posted August 29, 2022
by admin

Guard well your spare moments. – Emerson

If you’ve ever taken one of those long international flights you know a thing or two about how changing multiple time zones messes with your body clock.

A few years back, I spent my summer in China. My departure out of the U.S. was on a 16-hour non-stop flight from Newark to Hong Kong. The adjustment during the first few days in China was not that difficult all things considered. But it took me about a week to get fully adjusted once I came home. Crossing back all those time zones, the loss of sleep, and reacquainting myself with my normal routine was challenging.

Time is our most precious commodity. It always has been and always will be. And in leadership and management circles, we hear a lot about “time management”. But, quite honestly, “time management” is a myth. All we can do is prioritize it.

Concerning time management, author Myers Barnes writes:

“Time management has nothing to do with the clock, but everything to do with organizing and controlling your participation in certain events that coordinate with the clock. Einstein understood time management is an oxymoron. It cannot be managed. You can’t save time, lose time, turn back the hands of time, or have more time tomorrow than today. Time is unemotional, uncontrolled, and unencumbered. It moves forward regardless of circumstances and, in the game of life, creates a level playing field for everyone.”

As a leader, how you “manage” time or better yet, set the priorities of how your time will be invested is of great importance. Jim Rohn was correct when he said, “Either you run the day, or the day runs you.” And this is your challenge as a leader.

I’d like to share a few things that I’ve learned over the years on this topic in hopes that they will add value to you on your leadership journey.

I had to learn the myth that everything matters equally

I learned this principle from Gary Keller’s book, The One Thing. In it, he writes: “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.” And this is such a necessary thing to learn in leadership.

Keller makes the case that a to-do list can easily lead you astray. More times than not, it’s simply the things you think you need to do; which often is nothing more than the first thing you thought of. Keller adds, “If your to-do list contains everything, then it’s probably taking you everywhere but where you really need to go.” In short, the most menial thing on your to-do list is not equal to the most important thing. Stop buying into the myth that all things are equal. They’re not. As Keller recommends, in place of a “to do” list, make a success list. It will change your mindset and your focus.

I had to learn that I choose my life by how I spend my time

I learned this very important principle from John Maxwell. In his book, Today Matters, he writes, “If you’re over the age of twenty-one, your life is what you’re making it. To change your life, you need to change your priorities.”

The playing field with time is level. We all get the same amount regardless of who we are. The priorities you set determine how your time is used. Changing our approach to our days makes all the difference between time well spent or time wasted. Maxwell framed it in three questions that are quite useful.

What is required of me? When ordering priorities, always start with the requirement question and give it careful thought before moving on to the next question.
What gives me the greatest return? As you grow as a leader, you will discover that there are some things that will give you a greater return than others. What are they?
What gives me the greatest reward? If you only do what you must and what is effective, you will be highly productive, but you may not be content. It’s important to consider what gives you personal satisfaction. But don’t get these questions out of order.

Final Thoughts

As leaders, we have to understand that we can’t, and shouldn’t, do everything. And this is why establishing your priorities is so important. You have to be your own timekeeper. Your time is too valuable to relinquish to someone else.

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Focus On Choices, Not Conditions

Posted August 22, 2022August 22, 2022
by admin

May your choices reflect your hopes, not your fears. – Nelson Mandela

“When I was a young boy, my father, a baker, introduced me to the wonders of song,” tenor Luciano Pavarotti relates. “He urged me to work 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 teacher’s 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, and 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.”

The lesson from Pavorotti is timeless. In life as in leadership, we must be focused and choose our one chair wisely.

The most common problem that many of us have when things go wrong is that we tend to focus on the wrong thing. By nature, we tend to look at the conditions around us. And the more we focus on the conditions around us – the problems and the circumstances, we lose focus on what matters most in those moments – choices.

When we are focused on the conditions around us, we tend to be reactionary. When we focus on choices, we tend to think in terms of values. Click To Tweet It’s when you respond to conditions on the ground through the lens of your values that you demonstrate your leadership skill.

In your leadership, you will regularly face the decision to focus on choices or conditions. John Maxwell put it this way, “Those who focus on the external expect conditions to determine whether they keep their commitments. Because conditions are so transitory, their commitment level changes like the wind.”

In contrast, Maxwell adds, “People who base their actions on the internal usually focus on the choices. Each choice is a crossroad, one that will either confirm or compromise their commitments.” And he identifies three ways to recognize when you come to that crossroad.

A personal decision is required

When you come to your crossroad, you will have to make a personal decision as a leader. Every leader does. And at this moment you must choose to make it based on commitments or conditions.

Know this: Conditions change but commitments remain. Your leadership will ultimately be defined by the choices you make.

The decision will likely cost you something

Every crossroad and every decision carries with it a cost. You will pay a price for your commitments and you will pay a price for your comforts. One is about your short-term benefit, the other is the long game. Click To Tweet

Know this: Each choice you make is a reflection of the maturity of your leadership.

Others will likely be influenced by it

There’s no question that every choice you make will influence others. As a leader, there’s no way around it. With this in mind, think in terms of not what is best for you but how your choice will impact those around you. Every choice has a consequence and every choice is an opportunity to add value to those around you.

Know this: Each choice you make is a reflection of your influence and ultimately your legacy.

Final Thoughts

Choices or conditions. Every day you will be confronted with them. Where’s your focus? Are you consumed with the problem or are you leading with choices that provide solutions? This is not a new thing to leadership, but if you’re new to leadership, you will need to get this figured out. Choose wisely.

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The Measure of Your Leadership

Posted August 15, 2022August 15, 2022
by admin

If we’re growing, we’re always going to be out of our comfort zones. – John C. Maxwell

Humans have long used rulers to measure distances accurately. The oldest ruler we have is from Egypt, found in the tomb of King Tut’s treasurer, Maya. This wood instrument from the 1300’s B.C. marks out precise distances, not unlike the modern ruler.

Since that time, we have relied on the accuracy of the ruler in countless ways such as in carpentry, roads, engineering, math, geometry, drafting blueprints, and more.

In leadership, it’s important to understand the measure of your leadership. While a ruler serves a valuable role, at the end of the day it’s still an inanimate object but its function is timeless. While the function of leadership has changed, the foundational principles have remained.

When you think of the measure of your leadership, what comes to mind? What are those must-have qualities that not just define you, but the ones that will outlive you? This is the essence of what the measure of your leadership is all about.

In order to help you narrow down how you define the measure of your leadership, allow me to pose it to you in the form of some questions. Of course, the answers are uniquely yours but you’ll never discover them unless you are intentional about it. Reflect on these questions as you consider the measure of your leadership.

What is your motivation to lead?

Your ‘why’ about leading will always be your motivation for leading. While you may possess leadership qualities that could be beneficial to you and those around you, until you figure out your motivation for leading those qualities will never serve a greater purpose.

Have you identified your passions?

While understanding your ‘why’ and tapping into your motivation is essential, it’s your passions that will give your leadership direction. It’s all about making the transition from knowing your why to discovering your one thing. Once you know these two things the measure of your leadership will begin to make sense and your purpose becomes clear.

Do you understand what leading is not about?

Leadership means different things to different people. Is it about having a title or position? Maybe perks and prestige? Here’s what every leader needs to know: it’s not about you. Neither is it about the trappings of leadership that so many thinks are important. Until you learn this, the measure of your leadership will always come up short.

Are you adding value?

The measure of your leadership is found in the value that you bring to others. While misguided and misplaced “want-to-be” leaders think in terms of taking from others for their own personal gain and ultimately subtracting from others. True leaders think in terms of adding value to others, serving others, and ultimately moving from a leadership style of addition to one of multiplication. Click To Tweet

What will outlast you?

The measure of your leadership comes down to what you did for others. How did you serve others and causes greater than yourself? Who did you lift up and who did you hold the ladder for? Leadership is not about the notches in your belt, but the seeds you planted and the lives you touched that will follow in your footsteps.

Final Thoughts

Mark Twain said, “The two most important days in your life are the day you were born and the day you find out why.” And the measure of your leadership comes down to understanding the measure of your leadership.

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Three Qualities of Inspiring Leaders

Posted August 8, 2022
by admin

Great things can happen when you don’t care who gets the credit – Mark Twain

A Randstad USA survey revealed some surprising insights and statistics about how employees view their managers. Here are a few of their key findings:

Only 53% of employees feel their boss values their opinion
Only 35% feel inspired by their boss
25% of employees believe they can do a better job than their boss
17% say their boss takes credit for their work
Both younger employees (aged 24-35) and females tend to be uncomfortable challenging their managers- about 35% in both cases.

These types of statistics remind us of the importance of good leadership in the workplace. It’s hard to lead in an organization where any of these beliefs are prevalent.

It reminds me of a recurring character in the NBC comedy Brooklyn Nine-Nine nicknamed “the Vulture” who has a habit of letting everyone else do the work and then swooping in and taking the credit. Such actions and behaviors are demoralizing and demonstrate gross leadership incompetence.

As a leader, you want to build the type of environment where your people are not only trusted and appreciated for their performance and contributions but that they are properly recognized for it.

So the question becomes one of how you, as a leader, can inspire the people that you lead in a way that reverses the type of negative views cited above. What leadership qualities are essential in bringing out the best in your people and building the type of organization that people want to be in? Here are a few qualities worth developing.

Invest relationally

John Maxwell was right when he said, “People don’t care how much you know until they know how much you care.” And this is the standard by which you build relationships. Your people don’t care how much you know. They do want to know that you care for them, support them and that you will empower and equip them in every way possible to be successful.

When 53% of employees don’t believe that their boss values their opinion, that’s concerning. Yet, how can an employee believe that their opinion matters if the boss is not engaged relationally with that employee?

Until you develop relationally as a leader, you will always fight this perception whether it’s true or not. Be invested relationally and everything else will fall into place.

Lead confidently

Employees gain confidence by seeing confident leaders in action. A leader can instill this confidence by their example and in their words. When a leader connects on this level of empowerment, it can have a transformative effect on the organization.

Coach Vince Lombardi said, “Confidence is contagious. So is lack of confidence.” And this is the rub as leaders that we must be mindful of. You have the opportunity to instill and inspire confidence as well as the ability to diminish it. And this is why your leadership matters now more than ever.

With only 35% of employees believing that their boss inspires confidence, there’s a void that needs to be filled by confident leaders. Lead confidently and others will follow.

Embrace vulnerability

This is perhaps the most difficult and challenging thing a leader can do. On the surface, it would even appear to be a contradiction to my previous point of leading confidently. But if there’s one thing I’ve learned over my years in leadership, it’s this: the more I learn, the more I come to realize how much I don’t know. And it’s been one of the most helpful things to me as a leader.

Your ability to adapt as a leader, learn new things, and unlearn old ways, is one of the most important things you will do as a leader. Click To Tweet Make it a practice to talk with and listen to the generation that’s coming up behind you – they’re smart, they’re talented, they see the world differently from you, and it’s precisely why you need to surround yourself with them.

Vulnerability in your leadership is an act of humility that will endear you to your people. Embrace it and you will be a better leader for it.

Final Thoughts

The face and future of leadership are being defined by the practices we embrace today. It’s as you invest in relationships, lead with confidence, and are willing to be vulnerable and humble that your best practices will take shape. Be an example worth following.

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The Power of Your Tribe: Who Belongs In It and Why

Posted July 14, 2022July 14, 2022
by admin

Some people will hear you louder in silence. Those are your tribe- they’ll get you through the tough days and give you something to laugh about on the way. – Nikki Rowe

In one of Shakespeare’s most famous monologues, the Crispen’s Day speech from Henry V, King Henry inspires his soldiers in the face of grim odds with a rousing speech about how the men who fight this battle with him will be forever united as a “band of brothers.” This is a king speaking to peasants, and yet he’s saying that what they are about to go through will unite them all as brothers.

We don’t always get to choose the battles life throws our way, but we do choose our response. And just as important, we choose the tribe we run with.

While you may not always have control over the people who surround you in your organization, you do choose your inner circle in life that has a way of completing you. These are the people that walk with you through the good and bad and are there when the dust settles and the smoke clears.

Finding friends and acquaintances is not hard work for the most part, but your tribe is a different breed of people that you discover along the way. Who are they? What are their characteristics?

Charlie “Tremendous” Jones once said, “You will be the same person in five years as you are today except for the people you meet and the books you read.” And to that, I would include those who you make part of your tribe. So let’s find out who belongs in your tribe.

Your tribe sees the best in you and keeps you humble; they see the worst in you and still love you

This characteristic of people in your tribe is so important. And quite frankly, you wouldn’t have much of a tribe without them.

They will be quick to celebrate your accomplishments and wins. And when you feel like you’re invincible they will keep you grounded by not being overly impressed by you. When they see you at your worst they will have your back, speak the truth you need to hear, and will walk patiently with you.

In your tribe you need loyalty.

With your tribe, you share common values

While it’s common to have many friends and acquaintances, not all of them will share your values and priorities. It’s not a deal-breaker in terms of friendship, but in your tribe, you need those who share and understand the values that drive you and the priorities that guide you.

When the bond among your tribe is driven by shared values it provides the clarity that you need. When your people understand the significance of your priorities it keeps everyone focused and accountable. It’s why knowing who belongs in your tribe, and those who don’t, is so important. While many may be impressed with what you’re doing and where you’re going, not all are willing to make the sacrifices and pay the same price as you to go there. Click To Tweet

In your tribe you need purpose.

With your tribe, you travel higher and farther

With a shared mindset and values, your growth potential is multiplied. It’s why each person must find their tribe. You can only travel so far by yourself but can travel higher and farther when part of a tribe of like-minded people.

When you are committed to your personal growth and are surrounded by those who share that passion you position yourself and your tribe for greater opportunities and greater impact. Pick your tribe wisely because with them you can go far, but the wrong tribe will hold you back.

In your tribe you need clarity.

With your tribe, you have greater balance and perspective

As you settle in with your tribe of like-minded people, you begin to develop a certain vibe and develop an understanding that is the product of being in a genuine relationship. Over time, you begin to know one another better, and before too long a comradery forms that Shakespeare wrote about.

One of the great benefits of finding your tribe is that those people bring balance and perspective to your life that you may not have with anyone else. Having a close tribe is a game-changer and one that every leader should seek.

In your tribe you need community.

Final Thoughts

Having a tribe of like-minded people is one of the most consequential things you can have as a leader. But you must be intentional in finding them. When it’s built on loyalty, purpose, clarity, and community you will be part of a powerful community.

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Building a Culture of Respect

Posted June 27, 2022
by admin

Spread love everywhere you go. Let no one ever come to you without leaving happier. – Mother Teresa

Building and maintaining a healthy workplace culture is a challenge within any organization. Creating and sustaining a healthy culture where comradery thrives begins with respect and trust. With it, there is such potential for great things; without it, there’s always going to be tension between that potential and the disappointment of unfulfilled goals.

If there’s ever been a time for building a culture of respect it’s now. A great tension exists between our culture as a whole and how that plays out day-to-day in the workplace. Whatever stands you take and positions you subscribe to in our current culture at large, those can and do inevitability carry over into the workplace.

So how does a leader set the tone for a healthy workplace culture when the people within it bring such diverse and strong points of view regarding the things that are taking place outside of it?

Here’s what I know to be true and what everyone needs to remember - there is a difference between people being divided and being divisive. Click To Tweet And as a leader, you have to know the difference and set up healthy boundaries. People will have differing views on all sorts of issues. That’s to be expected and normal. But people choose to be divisive by their actions and behaviors.

The other day I called my friend Tom. He and I have been friends for more than 30 years. He was one of the first ones to visit my wife and me in the hospital after our children were born. He was very instrumental in some of my early career choices and he is a valued and trusted friend.

Our friendship transcends the different ways in which we see the world. And after some of the recent major headlines, it was Tom whom I wanted to talk with. Why is that?

While we have our different convictions and differences of opinion our friendship transcends them. The fact that we don’t always agree is precisely why I called him. I didn’t want an echo chamber conversation. I wanted to talk, ask questions, listen, and broaden my perspective and understanding. And this is what we’ve been doing for more than 30 years.

Over the years our friendship has lasted because of one word – respect. Our friendship is not defined by our political points of view, by a label, by always having to be right, or by the need to get in the last word. We listen to each other with respect and do not allow any disagreement to come between us.

As a leader, how you walk this tightrope and how it plays out in your workplace is vital to the health of your organization.

On a practical level, what can you do as a leader? How can you help build a culture of respect? Here are a few ideas.

Model it

Having the kind of workplace culture that you want as a leader begins with you. If respect is what’s needed, then respect has to be shown. Never insist on any action or behavior that you are not taking the lead on. Respect, as with any other value within your organization, begins with leadership. It succeeds or fails by your example.

Make it a priority

As a leader, you are not responsible for the beliefs and actions of the masses outside of your organization. But you do have a say about what takes place within it. Building a respectful culture within your organization not only has to be modeled by you but must be made a priority. Once values and behaviors are communicated they must be made a priority that your people embrace.

Hold people accountable

Within the context of building a culture of respect within your organization, there have to be accountability measures in place. The culture of the organization does not rest on the shoulders of one person- everyone shares that responsibility.

Hold diversity in high regard

Benjamin Franklin said, “When everyone is thinking alike, then no one is thinking.” And this is when you run the risk of getting stuck. You need people who see things differently and who think differently from you. Your diversity is not the problem, it’s your strength and you need to recognize and celebrate it. Mutual respect and trust must be the glue that holds it all together.

Final Thoughts

Building a healthy culture in your organization begins with respect. Along with trust, it’s the foundation upon which everything else is built. It takes a commitment on your part to model it and make it a value and when you do and it takes hold, you will have a culture worth emulating.

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