Leadership Lesson – Doug Dickerson on Leadership

The Act of Celebrating Others

Posted August 9, 2024
by admin

Do things for people not because of who they are or what they can do in return, but because of who you are. – Rabbi Harold S. Kushner

The story is told of two shopkeepers who were bitter rivals. The stores were directly across the street from each other, and they would spend each day keeping track of each other’s business. If one got a customer, he would triumphantly smile at his rival.

One night an angel appeared to one of the shopkeepers in a dream and said, “I will give you anything you ask, but whatever you receive, your competitor will receive twice as much. Would you be rich? You can be wealthy, but he will receive twice as wealth. Do you wish to live a long life? You can, but his life will be longer and healthier. What is your desire?” The man frowned, thought momentarily, and said, “Here’s my request: Strike me blind in one eye!”

By contrast, consider the following story of Sir Walter Scott. For years, Scott was the leading literary figure in the British Empire. No one could write as well as he. Then the works of Lord Byron began to appear; their greatness was immediately evident. Soon an anonymous critic praised Byron’s poems in a London paper, declaring that in the presence of these brilliant works of poetic genius, Scott could no longer be considered the leading poet of England. It was later discovered that the unnamed reviewer had been none other than Sir Walter Scott himself.

These two stories typify the choices you have when it comes to leadership and your attitude toward others- especially if they are experiencing more success than you are at the moment.

Leadership expert John Maxwell noted, “There is nothing wrong with competition. The problem for many leaders is that they end up competing against their peers in their own organization in a way that hurts the team and them.” Your challenge as a leader is not to allow your ambition to be an obstacle that causes more harm than good.

As leaders, we usually are quick to celebrate and promote our wins and victories. We are quick with a social media post to share the news. Yet when was the last time you saw a post by a leader celebrating the accomplishment of a colleague or friend? Those posts are few and far between.

Leadership author and speaker Tom Peters said, “Celebrate what you want to see more of”. What a fantastic observation. His quote goes to the heart of a leader’s motives. So let me ask you – what do you celebrate? what do you want to see more of? Here are my top five for what I want to see more of. What makes your list?

I want to see more leaders adding value to those around them.

The thought here comes down to what leadership is all about – adding value to others. This happens when leaders understand the basic premise of leadership in that it’s not about you.

I want to see more leaders building relationships

In the trenches of leadership, there is no substitute for strong and healthy relationships. When your focus as a leader is relational it makes all the difference in the world. I see far too many leaders chasing transactions and not enough pursuing relationships. Click To Tweet

I want to see more leaders embracing servant leadership

The heart of servant leadership is others-centered and takes to heart the question, “What can I do for you?” as opposed to “What can you do for me?”. Servant leaders put the needs of others before their own.

I want to see more followers becoming leaders

The goal of leadership is not to create more followers but to create more leaders. I want to see more leaders being trained, developed, nurtured, and joining the cause of making the world a better place.

I want to see more authenticity in leadership

We live in a time when people are looking for the real deal. Authentic and humble leaders are a rare commodity in today’s world, but given the state of the world right now, I would say it would be a breath of fresh air to see more authentic leaders

Who are you celebrating today?

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Renewing a Call For Civility

Posted July 15, 2024July 15, 2024
by admin

Darkness cannot drive out darkness, only light can do that. Hate cannot drive out hate, only love can do that. – Dr. Martin Luther King, Jr.

As a child of the 1960s growing up in Memphis, Tennessee, I am old enough to remember – ever so vaguely, scenes of President John F. Kennedy’s funeral on our black-and-white television.

A few years later, I distinctly recall being at the Sears crosstown with my family shopping for Easter clothes when the announcement came out over the store speakers telling everyone that the store was closing immediately because a few miles away, Dr. Martin Luther King, Jr. had been shot.

I also remember the tragedy that befell presidential candidate Robert F. Kennedy who was assassinated in Los Angeles.

I also sadly remember the attempted assassination of President Ronald Reagan.

And now, we have the attempted assassination of former president Donald Trump. Once again, we are a nation divided. I humbly and strongly submit, that we can and should do better – be better. Like you, I am concerned and want to lend my voice in whatever small capacity of influence it brings to reflect on paths forward.

As a person of faith, my worldview is guided by that faith. I am reminded of the words of the Apostle Paul who wrote in Romans 12:18, “If possible, so far as it depends on you, live peacefully with all.” Paul’s words, if taken to heart, ought to transcend our religious differences, our political differences, our racial differences, etc.

In a world so deeply divided, how do we even come close to living by words of peace and civility? Is it just a pipe dream? Is it even worth trying? Where do we begin? Here are my thoughts on a pathway forward.

Begin with yourself

Before you and I can begin to possibly make a positive difference in our world, it must begin within each individual’s heart and mind. I am accountable for my words and actions. So are you. And in that light, we must set for ourselves a higher standard of discourse. That benchmark is not set based on what we see others do or by what others say, but by our desire to live peacefully with all. You and I don’t answer for the words and actions of others, only our own.

John Maxwell said, “Doing what’s right for the right reasons should be the goal- even if it costs me.” And this is also part of the personal responsibility that we embrace. It may cost us, but we must commit to doing it.

Reflection Question: Will you join me in committing to personal responsibility for your words and actions and in that light, using them for good?

Respect for all

Those of you reading this come from every possible background. We have similarities, we have differences. Above it all, we share a common bond of humanity that transcends it all. Your points of view may not be mine, and my views may not be yours, but our mutual respect should be what defines us. I would like to think that I am a better person because of people in my life with differing views. Yours can be as well. Click To Tweet

Mother Teresa said, “We do not need guns or bombs to bring peace, we need love and compassion.” Living peacefully with all begins with respect for all.

Reflection Question: Do I genuinely show respect for all people and how can I do a better job of showing it?

Take the high road

At some point in time, with all “living peacefully together” intentions embraced, you will not always see eye-to-eye with others and differences will not be reconciled. How you react and move forward is critical.

It’s also important to understand, unfortunately, that there is an element of people who only live with vitriol in their hearts with no intention of being a part of the solution. I get it and I believe you do as well. But this is written for the benefit of those who are tired of the hate and who genuinely want a “more perfect union” that benefits all of us.

To take the high road, we must be on the high road and seek with all of our hearts to lift others there as well.

Reflection Question: Are you willing to take the high road and be a part of the solution to lift others to a more civil discourse despite the differences you have with others?

It begins one heart at a time and it begins with each one of us individually.

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How Safe Are Your Perceptions?

Posted June 11, 2024June 11, 2024
by admin

Believing in people before they have proved themselves is the key to motivating people to reach their potential. – John Maxwell

In his book Winning Every Day, legendary football coach Lou Holtz shares a story about a man whose car tumbles into a ditch. He called a farmer for help, but the farmer said, “You need a team of young stallions to pull that car. I only have one horse, Dusty. He’s blind and old. We’ll bring him over to the ditch and see what he can do. But don’t expect too much.

The farmer hitched Dusty to the car, snapped a whip in the air, and said, “Pull, Jimmy, pull!” Dusty never moved. The farmer snapped the whip again and said, “Pull, Sammy, pull.” Dusty still didn’t move. The farmer snapped the whip a third time and said, “Pull, Charley, pull.” Dusty remained still. The farmer snapped the whip the fourth time and said, “Pull, Dusty, pull.” With one mighty tug, Dusty yanked the car out of the ditch.

The grateful driver shook the farmer’s hand and said, “Thanks for freeing my car, but there’s something I don’t understand. Dusty never moved when you called out those three different names. Why didn’t you just call Dusty from the start?”

The farmer replied, “I had to call out those three names first. Dusty is blind. He never would have tried if he’d thought he had to do all that work alone.”

As it’s been said, perception can shape our reality. While our perceptions may not always align with the truth, we must be mindful of them while incorporating a healthy dose of discernment. This understanding can enlighten us and encourage introspection, leading to personal growth and development.

How we form personal and professional relationships is forged by perceptions. We make judgments, right or wrong, on numerous factors such as appearance, personality, and whether or not there’s a chemistry that attracts us.

But how often have we fallen short as leaders regarding false perceptions about another person that we later regretted? How many times have you been on the wrong end of false perceptions?

Perceptions are one area where we can improve as leaders. So, what rules of thumb can we apply to help us avoid falling victim to negative perceptions of the people we lead? Here are a few to consider.

Believe the best in others

I learned from John Maxwell many years ago that he places a ten on every person he meets. In other words, his beliefs about them are high. Do they always live up to the ten he gave them? No, but he always believed the best in them.

The belief and support you give others go a long way in building their confidence and desire to live up to your expectations. The people you lead need your best thoughts, not your worst assumptions.

Don’t rush to judgment.

Good leaders can read people, but it’s a practice developed over time and years. Be careful not to pass judgment on people too soon. Give your relationship and chemistry time to develop. Don’t allow your preconceived beliefs to get in the way of another person's potential. Click To Tweet The people you lead need your confidence, not your criticism.

Prioritize relationships

When developing relationships is your priority, it can dispel false perceptions you may have toward the other person. Through relationships, you gain understanding and awareness that will empower you with greater understanding and empathy. The people you lead need your hand in friendship, not your skepticism.

Make the first move

The thought here is simply this: Don’t wait until things are beyond repair to engage, listen, and work on this portion of your leadership. As a leader, you must initiate and move in the direction of your people. They will be more likely to respond positively when you first move toward them.

As you consider how you handle perceptions in your leadership, be mindful that someone once took a chance on you. Be gracious and humble, and don’t allow false assumptions to hold another person back before they even have a chance to prove you wrong.

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Who Are You Cheering For?

Posted May 29, 2024May 29, 2024
by admin

We rise by lifting others. – Robert Ingersoll

I read a story by Jeffrey Zaslow some time ago as he recalled his father coaching a team of eight-year-olds in baseball. “He had a few excellent players and some who just couldn’t get the hang of the game. Dad’s team didn’t win once all season. But in the last inning of the last game, his team was only down by a run. There was a boy who had never been able to hit or catch the ball. With two outs, it was his turn to bat. He surprised the world and got a single.”

The next batter, Zaslow explained, was the team slugger. He continues, “Finally, Dad’s team might win a game. The slugger connected, and as the boy who hit the single ran to second base, he saw the ball approaching him. Not certain of baseball’s rules, he caught it. Final out! Dad’s team lost.”

“Quickly, my father told his team to cheer. The boy beamed. It never occurred to him that he lost the game. All he knew was that he had hit the ball and caught it for the first time. His parents later thanked my dad. Their child never even got in a game before that season. We never told the boy exactly what happened. We didn’t want to ruin it for him. And ‘til this day, I’m proud of what my father did that afternoon.”

The story is an inspiring example of what it means to cheer for others and support those around you even when it would be all too easy to do otherwise.

In far too many workplaces, we see cultures of unhealthy competition instead of healthy collaboration. Getting ahead seems to be more important to some than getting along.

However, it will come as no surprise that productivity and workplace culture significantly improve with recognition and seeing each other as colleagues, not as competitors.

In a Nectar State of the Workplace survey, respondents weighed in by affirming the following:

83.6% of employees surveyed said that recognition drives their motivation to succeed at work
77.9% of employees surveyed said they would be more productive if their employer recognized them more frequently
81.9 % of employees said that recognition for contributions improves employee engagement

These statistics should not surprise any leader who sees, recognizes, and values the value of his or her team members. Good leaders understand this and make it a practice.

Let me ask you, who are you cheering for? Can you celebrate the successes and wins of those around you even when not experiencing one yourself?

As a leader, your ability to cheer on those around you happens when these three things happen.

You can cheer others when you set aside your ego

The leadership lesson here is simple – it’s not about you. You will be a more secure leader when you acknowledge and embrace this fundamental premise of leadership. When you can check your ego at the door, you win and are now positioned to cheer those around you with no hidden agenda or motive.

You can cheer others when you value the team over yourself

Your team will succeed when they see what they do as something greater than themselves. While roles, responsibilities, and contributions will vary, the team wins when each person values the team over self.

You can cheer others when you don’t care who gets the credit

Lao Tzu said, “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” And this is the beauty of your role as a leader- to shine the light on others as the wins are celebrated.

Who are you cheering for today?

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Turning Obstacles Into Opportunities

Posted May 6, 2024May 11, 2024
by admin

Obstacles are things a person sees when he takes his eyes off his goal. – E. Joseph Cossman

I read a story about a young man who aimed to be a star journalist. However, he lived in a small town with little hope of attaining that goal.

One day the dam upstream broke and the town was flooded. Seizing the opportunity, the aspiring journalist got in a rowboat and headed out to find a story. A short time later, he discovered a woman sitting on her rooftop. He tied up the boat and told her what he was after. They watched as various items floated past the house. The woman would say, “Now there’s a story,” or “No, that’s not a story,” as each item floated past them.

Finally, a hat floats by and then does a 180-degree turn, goes back upstream a ways, and does another 180-degree turn. This continues for a while. Excited, the young man exclaims, “Now, that’s a story!” The woman turns to the young man and says, “Oh no, that’s not a story, that’s my husband. He said he was going to mow the lawn come hell or high water!”.

In life, as in leadership, we often face obstacles disguised as opportunities. But if we take our goals for too long we can be distracted and soon we only see obstacles. As leaders, we must be intentional about this challenge.

Consider what happened to Thomas Edison in December 1914. Thomas Edison experienced such a defining moment. His lab caught fire and everything was destroyed. He lost almost $1 million of equipment and the record of much of his work. The next morning, when walking around the charred embers of his hopes and dreams, the 67-year-old inventor said, “There is value in disaster. All our mistakes are burned up. Now we can start anew.”

How can an aspiring young journalist, or an inventor like Edison, find the opportunity in chaos and obstacles? There are a few clues worth discovering and applying in your leadership.

One person’s flood is another person’s break

When the dam broke and the town flooded, it was an opportunity for the aspiring journalist to find his big story – to get his big break. He had the ambition to get in the boat and look for it.

When the dams break around you, what you choose to see and how you respond will make all the difference between it being an obstacle and an opportunity. Click To Tweet

One person’s fire is another person’s reset

When Edison’s lab was destroyed by fire when he was 67, throwing it in the towel and calling it quits would have been easy. I am sure many would not have blamed him. But he chose to start anew. Within thirty days after the fire, Edison delivered the first phonograph.

For Edison, the fire was his reset. Many of his great works came after the fire. When you face obstacles and challenges, it allows you the opportunity to hit the reset button and move in a new and better direction.

Final Thoughts

Here is a challenge for you that comes from John Maxwell. He asks, “The last time you failed, did you stop trying because you failed, or did you fail because you stopped trying?” Much is riding on your answer. You will face obstacles, but whether you turn them into opportunities is what you have to decide.

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Walking in the Shoes of the People You Lead

Posted August 24, 2023August 24, 2023
by admin

Leadership and learning are indispensable to each other. – John F. Kennedy

Hopefully, you didn’t miss the recent story about Lufthansa CEO Jens Ritter. He took to LinkedIn to share his experience by stepping into the role as an additional crew member on a flight from Frankfurt, Germany to Riyadh, Saudi Arabia.

Ritter, a former pilot himself, joined the crew in serving the passengers aboard the flight. In his post, he said, “Sometimes, you need to change perspectives in order to gain new insights,” he wrote on LinkedIn about his experience. He added, “It was so interesting to address the guests’ wishes individually, to deal with the different energy everyone has.” he said.

Ritter’s example serves as a great lesson for all leaders. It’s one thing to make decisions in your office that will have an impact on your people, but it’s another to walk in their shoes and see for yourself the impact of those decisions. Ritter added, “Deciding things in the office will be different after really feeling the decisions on board.” This is the genius behind what he did and why it’s worth modeling.

As a leader, you make decisions that have consequences beyond the confines of your office. Understanding the impact and consequences of those decisions should never be lost on you. So, what is a leader to do? Let’s start with some basics.

Don’t confuse what’s best for the bottom line with what’s best for your people

As a leader, you have to look out for both. It’s your responsibility to understand the difference between the monetary cost and the morale cost. You can’t win the monetary cost by sacrificing the morale cost. If you lose the morale cost, you will almost inevitably lose the money cost. Click To Tweet

Jens Ritter working with the crew on a Lufthansa flight. — Credit: Jens Ritter via LinkedIn

By placing himself firmly in the shoes of the people impacted by his decisions, Ritter gained a greater appreciation for the impact of his decisions. If you want to be an effective leader, you’ll need to learn to do the same thing.

Your relevance as a leader is proportional to the relationships you build

John Maxwell was right when he said, “People don’t care how much you know until they know how much you care.” And this will always be the secret sauce of your leadership. When you learn the value of relationships as a leader it’s transformative.

You can be a leader by default because you have a title or you can be a leader by inspiration because you have the hearts of your people. I’ll go out on a limb here and say Ritter is an inspirational leader because he understood the value of walking in the shoes of his people. I can assure you that his fellow crew members will never forget the day when their CEO walked in their shoes. If you want to be an effective leader, you’ll need to learn to do the same thing.

You must choose between making a good impression or making a great impact

In leadership, it comes down to this choice you will need to make. Do you want to impress people or do you want to impact people? Far too many are satisfied with simply making a good impression.

Howard Henricks stated, “You can impress people from a distance, but you can only impact up close.” And this is your choice as a leader. Ritter could have stayed in his office and in some small way impressed his people. But up close he impacted them and learned some valuable lessons along the way.

If you want to be an effective leader, you will have to decide whether you want to impress your people or impact them. One choice requires nothing from you while the other will move you from a place of superficiality to significance.

Final Thoughts

Walking in the shoes of your people is one of the greatest and most appreciated things you can do as a leader. It keeps you grounded, relevant, and informed. The greater the distance between you and your people, the greater the gaps are in your leadership. If you haven’t done so lately, take a walk in the shoes of the people you lead.

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How Indecisive Leaders Hurt Morale

Posted July 27, 2023
by admin

Indecision may or may not be my problem – Jimmy Buffett

A story is told of former president Ronald Reagan once had an aunt who took him to a cobbler for a pair of new shoes. The cobbler asked young Reagan, “Do you want square toes or round toes?” Unable to decide, Reagan didn’t answer, so the cobbler gave him a few days.

Several days later the cobbler saw Reagan on the street and asked him again what kind of toes he wanted on his shoes. Reagan still couldn’t decide, so the shoemaker replied, “Well, come by in a couple of days. Your shoes will be ready.” When the future president did so, he found one square-toed and one round-toed shoe! “This will teach you to never let people make decisions for you,” the cobbler said to his indecisive customer. “I learned right then and there,” Reagan said later, “if you don’t make your own decisions, someone else will.”

Indecisive leadership is a crippling character trait for leaders. When your organization needs clear direction and decisive action, a waffling leader can cause more harm than good. Click To Tweet

With so much at stake, why do leaders waffle and struggle with decision-making? Three primary reasons come to mind.

They lack clarity

Leaders who struggle with decision-making may lack the necessary clarity needed to make the necessary decision. Rather than making the wrong decision, they make no decision at all.

They lack confidence

In some situations, leaders withhold decision-making because they are not confident enough in their own instincts. Rather than take a risk and make a decision, they play it safe and everyone is left dangling.

They lack consensus

In some cases, leaders withhold decision-making because they don’t have a consensus on the best path forward. Rather than offend a few with a decision, the leader demoralizes everyone by not making one.

So what is a leader to do? How can a leader overcome this agonizing dilemma? Here are a few ideas.

Trust your instincts

A confident leader will trust his or her instincts in times of decision. Deep down you have a strong intuition that guides you. Trust it.

Invite input

Decisive leaders are informed leaders. Those most affected by your decisions should be the first at the table of discussion. As it’s been said, “The person who sweeps the floor should choose the broom”. Welcome input, but make your decisions on principle, not politics.

Clarify your values

The worst thing you can do as a leader is to make a decision for the sake of making one. Roy Disney was right when he said, “When your values are clear to you, making decisions becomes easier”. When making a decision make sure it aligns with your values. If not, don’t do it.

Check your motives

First and foremost your decision-making should be what’s best for your organization and people. If you are making decisions to gain popularity or to gain favor with some to the detriment of others you are sowing the seeds of low morale. You must have the best interest of the team at heart and not just a few.

Leadership is about making hard decisions. Indecisive leaders make it harder–on themselves and those they lead. Your path forward begins by acknowledging what your indecisive tendencies are doing to your leadership and how it’s impacting the morale of those you lead.

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Leadership and the Toxic Workplace Culture (Part 2)

Posted July 10, 2023
by admin

Who you attract isn’t determined by what you want. It’s determined by who you are. – John Maxwell

In part one of this two-part series, I introduced you to a working definition of what a toxic workplace culture is and introduced you to the leader’s role in addressing it.

A toxic workplace environment was defined as “a workplace where a negative atmosphere caused by coworkers, supervisors, and/or the company culture, makes it difficult to work or progress in a job.” Perhaps you can identify with this working definition. In fact, 87% of those surveyed for the study said that they worked in such an environment.

The leader’s role in reversing a toxic workplace environment begins with two things: 1) The leader defines the workplace culture. In other words, the type of culture you want is determined by who you are. You can’t expect to have great workplace culture if you, as the leader, do not possess the character and integrity to create it. You define the culture by who you are. 2) The leader must defend the culture. It’s not enough to define the culture you want, you must defend it. This means everyone in leadership is clear on what it is and everyone sets the example of what it looks like and you hold everyone accountable for it.

As stated in part one, many CEOs and CFOs acknowledge the benefits of a healthy workplace environment but do not know where to start when it comes to fixing it. I addressed a starting place in part one, so let’s continue with a few next steps that can turn the tide.

Don’t assume everyone knows or understands the culture

It would stand to reason that your values and culture are an integral part of your onboarding process. If it’s not, it should be. But that aside, you must build upon it. Your culture and environment are always evolving. At every opportunity, remind your people that they represent the culture and the health of the organization.

Everyone is held accountable

Patrick Lencioni says, “Great teams do not hold back from one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.”

And this must be the guiding philosophy of your organization if you want it to be healthy. If all your people do is bottle up their frustrations and concerns and never speak up, even though that employee is an otherwise ideal team member, they are inadvertently contributing to the toxic culture. Your people must take ownership of the culture they want and it begins with mutual accountability. Click To Tweet

Regularly employ T.L.C.

The benchmarks of a strong workplace culture that will cause it to thrive are found in three basic ingredients:

Trust – The foundation of your workplace culture is trust. When your people trust each other (and you), the sky is the limit in terms of what you can accomplish. Without it, you will always be stuck.
Loyalty – Loyalty to one another – built on trust, is the glue that holds everything together in your organization. Guard and protect this with everything you have.
Communication – Nothing will undo a strong workplace culture any faster than a lack of good communication. Your people do not want to be left in the dark. If you can’t properly communicate then how can your people trust you or be loyal?

By no means have I exhausted all there is to say about toxic workplace cultures. But I trust that these two posts have opened your eyes and understanding to the possibilities of what can be done to turn it around in your organization.

Read more about employee engagement and workplace culture in my book: Employee Engagement – Click here to order my book on Amazon
For more information about employee engagement and workplace culture workshops, email me at: [email protected]

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Leadership and the Toxic Workplace Culture (Part 1)

Posted June 29, 2023
by admin

Who you attract isn’t determined by what you want. It’s determined by who you are. – John Maxwell

A quick toxic workplace culture Google search netted more than 43 million results. To say that toxic workplace cultures are not prevalent would be grossly inaccurate.

What is a toxic workplace culture? How do you know if you are in one? What can be done about it? These are more than just curious questions. For far too many, these are some of the most relevant questions many in the workforce want answers to.

A good working definition comes from a post at CareerPlug. They define a toxic work environment as a “workplace where a negative atmosphere caused by coworkers, supervisors, and/or company culture makes it difficult to work or progress in a job.” In the same survey, 87% of respondents, when asked, said they had experienced such an environment.

My purpose here is not to throw around too many statistics and figures. That toxic workplace cultures exists speaks for itself. But I will sparingly use some for the sake of context.

Writing in Forbes, Bryan Robinson, author of Chained To The Desk In A Hybrid World says, “More than 90% of North American CEOs and CFOs believe that improving their corporate culture would benefit financial performance. Although most leaders acknowledge that their organization’s culture is not as healthy as it should be, many don’t know where to start (emphasis mine). But time is running out.”

This admission of not knowing where to start is a telling revelation as it relates to leadership. Knowing that there is a problem does not translate into being able to do something about it. When/if leadership is paralyzed by the inability to act in a decisive way, the people - the culture, suffer. Click To TweetAnd what’s troubling about this is, people in the organization are not waiting around for things to improve. Employees who are tired of waiting are moving on. Can you blame them?

My leadership mentor, John Maxwell says, “Everything rises and falls on leadership”. And as it pertains to toxic workplace cultures, the absence of engaged leadership creates a void (intentionally or by default) that must be filled. And unfortunately, this is the root of many toxic workplace origins – not exclusively, but certainly a strong contributing factor.

So what’s the starting place for leaders? In part one of this series, I believe the focus has to be on those in leadership. Here are some starting points for consideration.

Leaders must define the culture

Simon Sinek says, “Corporate culture matters. How management chooses to treat its people impacts everything – for better or for worse.” And this is where leaders must step up. The type of culture you want is determined by who you are. The creation of your corporate culture begins with the leader and expands from there. In order to build a of culture of excellence, integrity, loyalty, passion, etc. it first must reside in the leader. This is where it must begin. The absence of these qualities in the leader will produce the absence of them in the organization. From there, the leader sets the tone in words and in actions. Again, who you attract isn’t determined by what you want. It’s determined by who you are.

Leaders must defend the culture

It’s just not enough to point out the values that you say define your culture. You must live it and breathe it, and ultimately, you must defend it. So how does a toxic culture evolve in an organization? It happens when the leader phones it in and believes that because the values and mission statements are written in a dusty policy handbook the job is done.

Your company culture and workplace must be defined and defended by those in leadership. And this means holding yourself and others accountable for it. Without this safeguard, you are on a slippery slope. As a leader, you must fight for your culture.

Next week I will look at specific things leaders can do to enhance employee engagement and put a stop to toxic workplace cultures.
Read more about employee engagement and workplace culture in my book: Employee Engagement -Creating Space for Engaged Employees and Healthy Culture Click here to order my book on Amazon
For more information about employee engagement and workplace culture workshops, email me at: [email protected]

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Pushing Through Your Frustrations

Posted June 21, 2023June 21, 2023
by admin

Needing to have things perfect is the surest way to immobilize yourself with frustration. – Wayne Dyer

I read a story once about a famous composer who had a rebellious son who would stay out late at night and come home after his father and mother had gone to bed. Before going to his room, he would stop by his father’s piano and slowly and loudly play a simple scale, all but the last note.

Then, leaving the scale uncompleted, he would retire to his room. Meanwhile, the father, hearing the scale minus the final note, would writhe in bed, his mind unable to relax because the scale was unresolved. Finally, in consternation, he would stumble down the stairs and hit the previously unstruck note. Only then, would he be able to return to his bed and go to sleep.

I have to confess that I find the story humorous. If only for a moment I channel my inner prankster, I could find myself doing such a thing.

Here’s what I know, we all have frustrations that we deal with on a regular basis. We all have pet peeves that irritate us.

A story in Forbes magazine revealed the Top 10 pet peeves in the office. They were: gossip and office politics, people taking others’ lunch, inconsiderate co-workers, constant interruptions, loud and annoying ringtones, poorly organized meetings, overcrowded and noisy office spaces, smelly food in the office, inadequate temperature control, and finally, forced birthday celebrations.

Which one(s) do you most identify with?

It’s important to be self-aware and be in touch with your frustrations and how they impact your leadership. Owning what frustrates you is an important first step, but not allowing those frustrations to boil over is equally as important. So here are a few tips for you as a leader to push through your frustrations.

Be at peace with your frustrations

Owning the frustrations is a good first step and can help you be at peace with it. This doesn’t mean that this frustration doesn’t need to be addressed or resolved, but you have to give yourself permission to be frustrated. From there, you can begin seeking solutions to what frustrates you – determine if it can be changed and if not, how your attitude towards it needs to change. But first and foremost, own it and be at peace with what frustrates you.

Own your frustrations

Pushing through your frustrations means that you own it. It means that you do not allow what frustrates you to control you or dictate your attitude or your performance. It means that you take control of the negative emotions that would otherwise derail you. Owning it simply means that you are naming or identifying what is frustrating you and you are committed to pushing through it with a good attitude.

Know what you can and cannot control

Nothing with frustrate you more than trying to push through and change something that frustrates you that you have no control over. For example, if a co-worker has a quirky personality that rubs you the wrong way, chances are you are not going to be able to do much about that. People are wired the way they are wired whether you like it or not. And that truth cuts both ways.

If however, your pet peeve falls into your purview as the leader in your organization and said the co-worker is constantly late for work – which is one of your pet peeves, then yes, you can do something about it.

Nothing will frustrate you more than trying to control what you can’t. Effectively pushing through your frustrations is all about working from this knowledge.

Next Steps: As you reflect on my article this week, consider the following:

What would you identify as your top pet peeve as it relates to you in your workplace?
. What is one thing that you can do today that would help you “own it” – attitude change, etc.?
Is this pet peeve an internal change you are going to have to deal with it, or is it something that you can directly do something about?

Remember – You can be at peace with your frustrations and you do not have to allow them to control you. Is your attitude toward your frustration helping or hurting?

For more information on my coaching services, email me at: [email protected]

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