Leadership Training – Doug Dickerson on Leadership

Potential Principles That Matter

Posted September 16, 2018October 8, 2018
by dougdickerson

When leaders of organizations articulate and live their values, they drive them throughout the organization, and they become a way of being. – Howard Behar

Tune in to any talk in leadership circles today and you will hear all about living up to your potential. We instill it in our children from the day they start school and suit up for Little League. We remind them again at graduation and send them off to the real world full of promise and the hope that they will live up to the potential and hopes we placed in them.

But what happens when the realities of the real world sink in and living up to one’s potential becomes a dead end chase? Is there a way forward? Is living up to one’s potential still attainable?

Gallup research reported on in Inc. magazine says that “70% of employees aren’t working to their full potential. Adding insult to injury, 52% of those are just sleepwalking through their day.” The article states, “When a company raises employee engagement levels across every business unit through great management of people, it leads to higher profitability, productivity, and lower turnover.”

This sounds reasonable enough at first glance so where is the disconnect? Let’s take a closer look. “And therein lies the problem.” the article continues, “ to remedy the 70% crisis you first have to find those managers. Gallup reports that companies fail to choose the right management talent for the job a staggering 82 percent of the time.”

When companies fail to find the right managers 82 percent of the time, and when 70 percent of employees aren’t working to their full potential, then perhaps it’s time to rethink our approach as to what management potential looks like. Here are a few ideas for consideration.

Potential must be measured against values, not skills

Perhaps one of the reasons why so many companies hire the wrong managers is that they are looking at skill sets when they should be looking at values. Managers without a clear set of values such as honesty, integrity, trustworthiness, etc., can only lead for so long and take the company so far. Without a clear set of values in place, that leader has no true north, and the people have a leader with limited capacity. Click To Tweet

Potential and leadership development go hand in hand

Without question, companies want to hire highly qualified managers who can add value to the organization. No company purposefully sets out to hire the wrong managers. But along the way, companies are missing the mark. The good news is that it can be fixed. A great starting place is in leadership development.

Some time ago, Jack Zenger writing in The Harvard Business Review shed light on the fact that we wait too long to train our leaders. His research points out that the average age of managers who receive leadership training is 42, but the average of supervisors in these firms is 33. Zinger states, “It follows then, that if they’re not entering leadership training programs until they’re 42, they are getting no leadership training at all as supervisors. And they’re operating within the company untrained, on average, for over a decade.”

And this is the disconnect between someone not living up to their potential and someone with it. Leadership makes the difference.

Your potential and capacity is not defined by others

The premise of the Inc. article states the reason people are not living up to their potential is that companies are promoting the wrong people to management. While the argument has some merit, I believe that the premise lacks clarity.

To be sure, bad managers can be a drag on the culture of the organization. But it doesn’t have to be a deal breaker. You can reach your potential without them. Click To Tweet It’s no excuse for “sleep-walking through the day”, and opting not to perform at your best. Commit yourself to growing, learning, and developing your skills and your potential will be realized.

To be sure, bad managers can be a drag on the culture of the organization. But it doesn’t have to be a deal breaker. You can reach your potential without them. Click To Tweet

When your potential is grounded in your values, in leadership development, and individual responsibility, you can certainly reach all of your potentials. It will make a world of difference for you and to the organization you serve.

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Leadership In a Word: Mentors

Posted February 1, 2018
by dougdickerson

Seek out counsel and be a mentor to people, because they learn how to be mentors. – Cathy Engelbert

Word study

: a friend of Odysseus entrusted with the education of Odysseus’ son Telemachus

2a : a trusted counselor or guide

a mentor who, because he is detached and disinterested, can hold up a mirror to us
—P. W. Keve

b : tutor, coach

The student sought a mentor in chemistry.
Source: Merriam-Webster

A word about mentors

Long before John Maxwell, Jim Collins, Andy Stanley, Simon Sinek, Patrick Lencioni and many others who have inspired me on my leadership journey; there was Dr. Tom Wilson.

It was in Dr. Wilson’s organizational behavior and leadership class at Southeastern University more than thirty years where the flame and passion for leadership was ignited in me.

We bonded quick and shared a passion for reading. We’d exchange books and talk about them. He was a challenging professor but caring. He inspired and prodded us to become our best and did it in a way that if he said we were going to charge hell with squirt guns we’d all sign up and do it.

But most of all, he was a mentor. And for that, I will forever be grateful. With great sadness, I’ve learned of his recent passing. He will be remembered fondly and missed greatly.

As I reflect on what Dr. Wilson meant to me personally, I can’t help but think of the impact and importance each of us has for mentors in our lives.After more than thirty years removed from his classes and more than a few gray hairs now, I am more intentional about the impact I can have in the lives of others.

Writing the Harvard Business Review, Jack Zenger addresses the critical need for leadership training at an earlier age. HIs research shows that the average age of supervisors entering leadership training is 42. However, the average age of supervisors is 33. Simply put, we are waiting much too long to equip them with the leadership skills needed to succeed.

The simple truth is this – we need mentors who can impart their wisdom and knowledge on to us. As leaders, we never stop learning and we must never stop growing. Mentors can speak truth into our lives and help us keep a healthy perspective.

My purpose – my why is about developing, inspiring, and mentoring as many leaders as I can. That passion, in large part, was because one professor cared enough to pour into the lives of his students in ways he probably never realized.

Thank you, Dr. Wilson and Godspeed.

Mentoring quotes

“ The best way a mentor can prepare another leader is to expose him or her to other great people”. – John Maxwell

“Colleagues are a wonderful thing, but mentors, that’s where the real work gets done”. – Junot Diaz

“The delicate act of mentoring is someone is not creating them in your own image, but giving them the opportunity to create themselves.”. – Steven Spielberg

“My best mentor is a mechanic- and he never left the sixth grade. By any competency measure, he doesn’t have it. But the perspective he brings to me and my life is, bar none, the most helpful.” – Brendon Burchard

A final word

Being a mentor is one of the greatest gifts you can give. Be it in your house of worship, community, company, or otherwise enriching the life of a child – mentoring is one of the greatest acts of leadership and service.

*Note: Leadership In A Word is my writing theme for 2018. Each week the focus will be on a word that impacts you as a leader. My style is new but my message and commitment to delivering fresh leadership insight to you are the same. It’s my sincere desire to help you grow as a leader and to partner with you in reaching your full potential.

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Why Can’t You Retain Top Talent?

Posted June 22, 2017
by dougdickerson

“Being the best at whatever talent you have, that’s what stimulates life.” – Tom Landry

The competitive nature of today’s global economy stipulates that you have and retain the top talent in your organization. We acknowledge that to do so is as great of a challenge as it has ever been.

A recent article in USA Today highlighted how American workers are on the move. They reported that “27 percent of employees switched jobs in the 12 months ending in the first quarter according to payroll processor ADP, the most since the firm began tracking the figure in 2014.”

So what is a leader to do in order to retain and recruit top talent for their organizations? We have identified several characteristics that may shed some light on why your top talent may be headed through that revolving door. We believe as you take care of these leadership issues you can build the type of team that people would want to work for and think twice about leaving. But first, why are they leaving?

Lack of clear expectations

Nothing will frustrate your top talent more than a lack of a clear set of expectations and vision. Without it, your organization is adrift and your people struggle to find their way. Employees have to fight extra hard to succeed when they do not clearly understand what is expected of them in the first place. The constant feeling that they are not performing at an acceptable level, even if they don’t know what that level is, will send top talent running for the door.

Lack of investment

Your top talent needs to know that you are totally invested in their success. The buy-in is a two-way street and it needs to be demonstrated in tangible ways that reinforce your commitment to their success. Your investment in them shows that they are valued and that you are confident in their ability to make a meaningful contribution to the organization. When top talent feels that you do not value them enough to invest your time and resources in them, they will begin to seek an employer who will.

Perceived lack of respect

The culture and morale of your organization rest on foundational leadership principles. Namely among them are trust and respect. Top talent is especially attuned to the respect or lack thereof, that you have for them. These employees have devoted much of their lives to developing the skills, knowledge, and experience that make them so valuable. If the people in your organization perceive that you do not respect them, then it only stands to reason that they will be a part of a future exit from your organization.

Lack of a clear path forward

We want to be very clear about this leadership principle. Unless your people have a clear path forward, it will be clear to them that they are in the wrong place. In his book, The 21 Irrefutable Laws of Leadership, John Maxwell writes, “You can find smart, talented, successful people who are able to go only so far because of the limitations of their leadership.” It could be that the top talent in your organization is leaving, not because of a lack of opportunity, but because of a lack of leadership and a clear vision as to where they are going. It is incumbent upon you as the leader to provide it.

Lack of authentic leadership

Nothing will demoralize your people or your team members more quickly than a phony leader. Besides, too much is at stake for a leader to be anything other than genuine. Authenticity is the foundation for trust. No one wants to work for a leader who cannot be trusted. If you lack authenticity, employees will start to question your motives; they will perceive that you have hidden agendas that are not in their best interests. If the top talent within your organization can’t find authentic leadership where they are, they will look elsewhere for it.

We all have the desire to succeed; we want to know that our contributions are valued and that we are making a difference. Top talent has sacrificed far too much to achieve their level of skill to compromise on the leadership environment they work in. Provide them with the clear expectations they need to be successful. Invest your time and resources in helping them achieve great things. Leave no doubt as to how much you respect and trust them and their abilities. Provide them with a clear path forward and the means to follow that path. And, be an authentic leader, someone that top talent can look up to and emulate.

Your organization can only rise as high as your top talent. Isn’t it time to start retaining those employees who have the potential to add so much value? What adjustments will you make to your leadership today?

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at [email protected].

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Developing a Leadership Mindset

Posted January 5, 2017
by dougdickerson

“You can change your mindset” – Carol S. Dweck – Mindset, The New Psychology of Success

In her highly acclaimed and recommended book Mindset , Carol S. Dweck lays out four foundational statements to gauge whether you have a fixed-mindset or a growth mindset.

Here are the statements ( Answer T or F to each one):

Your intelligence is something very basic about you that you can’t change very much.
You can learn new things, but you can’t really change how intelligent you are,
No matter how much intelligence you have, you can always change it quite a bit.
You can always substantially change how intelligent you are.

Statements 1 and 2 are fixed-mindset statements. Statements 3 and 4 reflect the growth mindset. “Which did you agree with more? You can be a mixture, but most people lean toward one or the other,” states Dweck.

Over the years I have come to know that leaders have a mindset that sets them up for success or failure even before that leadership journey begins.

The mindset you embrace sets the tone for your leadership style, success, and the influence you will have. What mindsets or characteristics will hold you back? Which ones will cause you to succeed? Here are a few.

The mindset of your attitude

In leadership, your attitude is your best friend or worst enemy. It’s one of the most contagious characteristics of your leadership style. It will cause people to rally around you and your vision or it will turn them away. The attitude mindset of the leader will be the benchmark for the rest of the organization. You can’t expect the attitude of your people to be good if the one you showcase is bad. Eventually, you will have to change your attitude or your people will change their address. (I wrote about attitude in the workplace here).

What kind of attitude are you projecting? Do you only focus on the negative? Do you only see what your people are doing wrong as opposed to what they do well? How does your attitude inspire, encourage, and motivate your colleagues? Is your attitude worthy of emulating?

The mindset of your perceptions

One of the basic foundational leadership lessons I learned many years ago from John Maxwell was in how he sees other people. Maxwell said he always looked at people and saw a “10”. It was his way of helping others get in touch with their potential and set them up for growth and success. Were all of the people he labeled as a “10” truly a 10? Of course not. But the perception he put into play was one that emphasized unlimited growth and possibility in the people he believed in–even when they may have only been a 4, 5, or a 6 in reality.

What are the perceptions of the people you lead? Do you instill confidence in your people that reflects a 10 even though they may only be a 5? If known by your people would your perceptions give them a reason to be optimistic or discouraged? What changes do you need to make in your perceptions of other people or personal changes that would cause you to be a better leader in general?

The mindset of your personal growth and development

Every successful leader I know has one thing in common- they never stop growing.The older I get the more I realize how much I don’t know which is humbling. (I wrote about the things I wish I had known years ago about leadership here). You can have a fixed-growth mindset that Dweck writes about or you can have a growth mindset that will make all the difference in the world to your leadership. The mindset you choose, feed, and nurture is the one that will win out at the end of the day.

What are you doing on a daily basis that contributes to a growth mindset? As a whole, does your organization have a fixed-mindset or a growth mindset? What fixed-growth mindsets do you struggle with the most? What changes do you need to make to develop a growth mindset?

Developing a growth centered leadership mindset is the beginning of a leadership journey that begins by believing it is possible.

I am booking leadership training events for 2017. See the tab at the top of the page for more information.

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Leadership Lessons from The Masters

Posted April 14, 2016
by admin

masters

The size of your success is measured by the strength of your desire; the size of your dream; and how you handle disappointment along the way. – Robert Kiyosaki

I am a lifelong golf fan. I came up in the era of Nicklaus, Palmer, Player, Trevino, Floyd, to name a few. Golf, in the words of Arnold Palmer is, “Deceptively simple and endlessly complicated; it satisfies the soul and frustrates the intellect. It is at the same time rewarding and maddening – and it is without a doubt the greatest game mankind has ever invented.” And it’s why I love the game.

Last Sunday at The Masters was both exciting and gut-wrenching to watch at the same time. The masterful play of Jordan Spieth on the front nine was truly remarkable (rewarding)-then came the back nine (maddening). The coronation of Spieth winning a second green jacket was placed on hold as the unthinkable happened on the 12^th.

Life has a way of throwing us curves and what we thought was a certainty turns out to be anything but that. As leaders we face our share of circumstances when things don’t go as planned and we have to find a new way forward.

Golf has a way of teaching us about life and leadership. The Masters proved it. Here are a few takeaways.

It’s not whether you win or lose; it’s how you play the game

On the first nine Jordan Spieth put on a clinic. He closed out the front nine with four birdies in a row. He seemed unstoppable. The front nine revealed a confidence seldom seen in a 22-year old golfer at the top of his game. The back nine revealed his character in adversity.

Adversity has a way of introducing us to ourselves. In post- round interviews Spieth showed a maturity that made the game proud and left us with little doubt that while that loss will sting, he will be back.

Leadership Takeaway: Character is not developed in adversity it is revealed.

Even the best make mistakes

Ranked at number 2 in the world, it was not a fluke that Spieth was in the final pairing last Sunday. Even after the infamous “meltdown” he still had an opportunity to come back and win. And while it wasn’t meant to be this year, it would be foolish to count him out next year or anytime in the foreseeable future.

Hang around in leadership long enough and you will get acquainted with bad shots. You will understand the disappointment of a target you did not reach. It happens to the best of leaders. Mistakes are the pavement on the road to success. It’s not a matter of if you will fail; but how.

[youtube https://www.youtube.com/watch?v=z1CnefVCjX4&w=275&h=275]

Leadership Takeaway: You are not defined by your mistakes you are defined by your response to mistakes.

Not everything goes according to plan

A lot of variables are taken into consideration when playing a round of golf. The pros rely on their caddies to help them with yardage to the pin, wind conditions, whether to lay up or go for the long shot, how fast/slow the greens are playing, etc. Nothing is left to chance. But after every consideration is taken into account it all comes down to the golfer to execute.

As a leader you can have a strategy for your business- expectations for sales, customer service, and employee engagement. But despite your best plans and strategies things may not go according to script. You have to make adjustments and play the hand you are dealt. It’s what Spieth had to do and as a leader you will do the same.

Leadership Takeaway: One bad swing can change your game plan. Be flexible and confident in knowing that you will recover.

Keep swinging

I can only imagine the disappointment that was going through Spieth’s mind on the 12^th hole. Moments earlier it had almost seemed like a mere formality that had he continued to play even at par, he would go on to win the tournament.

One of the greatest challenges you will have in leadership is not how to stay strong when times are good, but how to keep swinging when you feel like walking away. Sound familiar? Yet, what Spieth demonstrated, and what we all have to do, is to keep swinging in spite of the disappointment.

Leadership Takeway: Disappoint and setbacks will challenge you as a leader. No matter what comes your way – never give up and keep swinging!

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Transformational Leadership Webinar

Posted January 20, 2016
by admin

webinar

On Thursday, January 28^th at 7 p.m. EST, I am teaming up with my good friend and prolific leadership author John Patrick Hickey as we present the Transformational Leadership Webinar.

We will share our insights on transformational leadership and how you can take your leadership to the next level.

Space is limited so be sure to reserve your spot today. At only $15 this is an investment in your leadership you will not want to miss.

To reserve your spot go to http://www.johnpatrickhickey.com/ and register today!

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Five Excuses That Kill Accountability with guest co-author Elizabeth Stincelli

Posted February 19, 2015
by admin

“The problem that we have with a victim mentality is that we forget to see the blessings of the day. Because of this, our spirit is poisoned instead of nourished.” – Steve Maraboli

As a leader there are few things more important than creating a strong and healthy organizational culture for your employees to thrive in. It’s up to you as the leader to be proactive and take the lead in developing the organizational climate you wish to have.

Unfortunately, many harmful behaviors threaten the fabric of the culture that you are trying to create. These behaviors include bullying, manipulation, office politics, etc., and they each pose a real threat. But there is one in particular that we would like to address – so here is our question: Is a victim mentality preventing accountability in your organization?

No doubt there are accountability measures in place within your organization that serve to track performance and measure each person’s progress. Accountability measures are healthy and necessary and keep everyone focused on shared goals and outcomes.

But what happens when a team member perpetuates a victim mentality? What does it sounds like? Here are five common claims that will give you some insight.

It’s not fair

The “it’s not fair” mantra is perhaps the oldest one in the book. It can be used when an employee feels that his or her work has gone unnoticed, was passed over for a raise or promotion, or has made an improper comparison of the value of their work in relation to a colleague. Whether justified or not, this feeling of being on the receiving end of unfair treatment is a source of concern. As a leader it is up to you to address it. Accountability makes sense when each person on the team has a clear picture of the value they bring to the organization. Don’t let an employee’s feelings of being slighted go unanswered. When they see and understand their importance they will not see accountability as a threat.

Finger pointing

Finger pointing is so destructive because it’s so easy. It’s the first gesture of the least accountable. Yet sadly, the blame game is alive and well. But clear expectations of employee performance along with useful accountability guidelines will go a long way toward bringing an end to finger pointing and fault-finding. As a leader, you must take ownership of these expectations. When employees can build a collaborative team environment around the idea that “we are in this together”, it can unleash everything that is good and creative about your people. Finger pointing now gives way to mutual accountability, and fault-finding takes a back seat to an “I’ve got your back” mentality. Which would you rather have?

It’s Not My Job

When employees have the mindset that they are only responsible for specific, outlined tasks, it is easy for them to dodge accountability with the simple statement, ‘it’s not my job’. The most effective organizations are the ones where everyone has the opportunity to make an impact. As a leader, you must create a culture of collaboration and teamwork where everyone feels they have a vested interest in the outcome. Let employees see you roll up your sleeves and do what needs to be done regardless of your formal job description. Achieve accountability by replacing the mindset of ‘it’s not my job’ with ‘I benefit when everyone participates as a whole’.

Feeling Powerless

Employees will not take accountability for decisions or tasks which they feel they have no control over. As a leader, you must provide employees with pertinent information and encourage them to ask questions. Then, give them the power to make decisions and design how their work gets done. Accountability will increase dramatically when employees are given power and control over their own work.

Denying Responsibility

Employees often deny responsibility out of fear or frustration. They fear the repercussions for failure or they are frustrated by a lack of clear expectations and control over their work. As a leader, you must create a team mentality. Help employees understand that when one team member fails to carry their weight, they drag down the performance of the whole team. Inspire in them shared values and clearly communicate expectations. Teach problem solving and creative conflict resolution skills throughout your organization. Increase accountability by removing the fear of failure and building employee confidence by giving them a sense of control.

As a leader, it is your responsibility to develop a culture that encourages accountability and discourages a victim mentality. If your employees willingly accept accountability for their decisions and actions, your organizational effectiveness will skyrocket.

*Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership. Learn more about Elizabeth by visiting her website, stincelliadvisors.com You can contact her by email at [email protected].

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Leadership Minute: Prune the Weeds

Posted October 14, 2014
by admin

A good garden may have some weeds. – Thomas Fuller

One of your roles as a leader in your organization can be likened to that of a gardener. You tend the garden and invest in good seed and in good soil with the belief that you will have good returns. Like any garden, your organization may have a few bad weeds. You can have people in your organization, who by their actions and attitudes, that can cause damage to the rest of the garden. If you don’t prune them back or pluck them out, they can spread their negative influence and cause harm. It is incumbent upon you as the leader to recognize the potential destruction a weed may impose and deal with it. The earlier you deal with the weeds the better. You can’t allow one bad weed to ruin things for everyone else. As a good leader you need to watch out for weeds, tend to them, and promote an environment in which everyone can thrive.

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Three Purposes of Leadership Training

Posted October 3, 2014
by admin

I hated every minute of training, but I said, ‘Don’t quit. Suffer now and live the rest of your life as a champion.’ – Muhammad Ali

In Readers Digest, Lori Andersen shared a story about an experience as a professional animal trainer. Andersen recounts, “I was disturbed when my own dog developed a bad habit. Every time I hung my wash out on the clothesline, she would yank it down. Drastic action was called for. I put a white kitchen towel on the line and waited. Each time she pulled it off, I scolded her. After two weeks the towel was untouched. Then I hung out a large wash and left to do some errands. When I came home, my clean clothes were scattered all over the yard. On the line was the white kitchen towel.”

That humorous story illustrates the importance of proper training. While we can all acknowledge the necessity of leadership training and the value it brings, properly identifying the right type of training is important.

Much time and resources is devoted to and invested in the topic of leadership development so you want to make sure you get it right. From Fortune 500 companies to the small mom and pop business, everyone wants and needs a competitive edge and leadership training is a practical way to foster that improvement. But what specifically should you be training for? Here are a few tips for your consideration before you plan your next leadership training activity.

Train to replenish

Workplace anxiety and stress can take a toll. In fact, according to the American Psychological Association (http://bit.ly/1jRDByb) in 2012, 65% of Americans cited work as a top source of stress while only 37% said their organizations provide sufficient resources to help them manage that stress.

Before you get too far down the road in planning some extravagant training session keep in mind the likelihood that your team members are stressed out and perhaps you should focus on their well-being first. Healthy team members (mentally, physically, emotionally) will perform at a higher quality and standard if they are not stressed out or burned out. Don’t add to the problem with the good training at the wrong time.

Train to remind

Sometimes the best thing you can do in a leadership training session is to simply remind your people of the basics. There’s no need to reinvent the wheel. For example, soft skills are some of the most important skill sets your people will learn and apply. It’s in the daily practice of these skills that you get ahead.

Don’t know where to begin? Try these: good manners, communication, collaboration, attitude, feedback, and trust for starters. Blunders in leadership happen not because you fail at learning new skills but because of laziness in the old ones. Reminders of the basics are never a waste of time.

Train to reinvigorate

When team members are reinvigorated it can pay huge dividends for your organization. When your people have a fresh perspective of their value to the organization, a fresh take on your vision going forward and what their future will look like, you have most likely met some target goals of a training event.

Key here is take stock of your team members’ well-being, sharpen their existing skills, and take everyone to the next level in their leadership. The goal here is to have everyone moving in the right direction – onward and upward.

I am a strong advocate of leadership training and personal development but what’s more important is hitting the right targets. Be perceptive of where your people are collectively so you can fashion the best training possible to meet your goals. Having their best interest at heart is a step in the right direction, but moving your people toward that goal takes careful planning. Be sure to align your purposes with your training.

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