leadership – Page 20 – Doug Dickerson on Leadership

The Pressures of Leadership

Posted May 5, 2019May 5, 2019
by admin

We are pressed on every side by troubles, but we are not crushed. We are perplexed, but not driven to despair. – 2 Corinthians 4: 8 (NLT)

I read a story about King Henry III of Bavaria, who in the eleventh century, grew tired of court life and the pressures of being a monarch. He made an application to Prior Richard at a local monastery, asking to be accepted as a contemplative and spend the rest of his life in the monastery. “Your Majesty,” said Prior Richard, “do you understand that the pledge here is one of obedience? That will be hard because you have been a king.”

“I understand,” said Henry. “The rest of my life I will be obedient to you, as Christ leads you.”

“Then I will tell you what to do,” said Prior Richard. “Go back to your throne and serve faithfully in the place where God has put you.” When King Henry died, a statement was written: “The King learned to rule by being obedient.”

Hang around in leadership long enough and there will come a time when you may feel like King Henry of Bavaria – just plain tired of all the pressures of being a leader and ready to walk away from it all.

Let’s be real, there are times when, as John Maxwell has said that “leadership sucks”. It’s when the glamour has worn off, the lights have faded, others have all gone home, that the weight and responsibility of leadership weigh heavy on you.

The pressures and stress in leaders also have a ripple effect. In research that I came across, it suggested that when leaders are adept at managing stress, only about 10% of their employees harbor such negative opinions. The study also found that when employees see their leaders as unable to manage stress, they report lesser ambitions to advance in their organization.

As a leader, you need to be aware not only of the impact that pressure and stress have on you but also on the people you lead. It’s far more reaching than you realize. Click To Tweet

There’s just no way to address the myriad of issues surrounding the pressures and stress of leadership in this post. It’s way more involved than time or space allows. But for now, allow me to share what I call my “4 K Everyday” tips to help you as a leader.

Know your limits

It doesn’t matter how good a leader you are, you have limits. You have knowledge limits, time limits, boundary limits, physical limits, emotional limits, etc. Know them. Don’t expect other people to know them much less guard them for you. Sometimes the pressures and stress you endure as leaders are self-inflicted. When you know your limits you will be less inclined to try and exceed them. Click To Tweet

Know your priorities

This simple, yet powerful tip can save you a world of stress. Rather than being the “jack of all trades and the master of none”, why not prioritize what’s on your plate. You don’t have to do it all. Nor should you. It’s when you learn to delegate and empower your people that you can relieve a lot of stress. When you manage your time you marginalize your stress and reduce it. Make this a daily practice of your leadership.

Know your people

Much of the stress and pressure in leadership is culture driven. Simply put – leaders set the tone. You can’t expect your people to have buy-in when you are disengaged. If your people are marginalized or have one foot out the door, what do you think is happening to your stress levels? By knowing your people you are discovering their passions, their talents, their hopes, and their dreams. By knowing your people you also know what is troubling them and what their concerns are. What’s out in the open serves you much better than what’s kept in the dark. Get to know your people! Click To Tweet

Know your values

At the end of the day, it’s your values – your faith, family, etc., that will sustain you. As a leader, you are not immune to stress and pressures. But you don’t have to be the victim of it either. When your values are clear it makes everything else about your leadership much more manageable and delightful.

Leadership is a privilege and a responsibility. The “4 K Everyday” tips can set you on a good path when you put them into practice.

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Four Attributes of Calm Leaders

Posted April 29, 2019
by admin

I’ve always had a duck personality. Calm above water, feet going crazy below. – K. Flay

A man in the supermarket was pushing a cart which contained, among other things, a screaming baby. As the man proceeded along the aisles, he kept repeating softly, “Keep calm, George. Don’t get excited, George. Don’t get excited, George. Don’t yell, George.”

A lady watching with admiration said to the man, “You are certainly to be commended for your patience in trying to quiet little George.”

“Lady,” he declared, “I’m George.”

As a leader, I’m sure you’ve had your moments when you felt like the man in the supermarket pushing the cart.

As a leader, you might be able to identify with Tom Welling who said, “I have so much chaos in my life, it’s become normal.” Can you relate?

Being a leader does not exempt you from chaos, stress, pressures, and the such. If anything, it might add to it.

But as a leader, your style and approach at such times are important. Others are looking to you to see how you react which in many ways determines how they will react.

Your leadership when times are tough will either cause people to lose hope and succumb to despair or it will instill hope and confidence. Click To Tweet In these times, your people need an example of the calming effect that your leadership can have. Here are four ways that happen.

Calm leaders see the big picture

Calm leaders are not rocked by every disruption that comes along. Short-sightedness tends to fuel the insecurities in people. A calm leader can exude confidence because they see the big picture and it’s with that understanding they can lead with a steady hand.

Calm leaders understand timing

One of the hardest things to learn as a leader is timing. We are people of action. Waiting is not necessarily a finer quality. But calm leaders have an intuition for timing. They know when it’s time to wait and when it’s time to act. The calming effect of timing within your organization and with your people can make a world of difference. Calm leaders can help avert a multitude of troubles just by understanding how timing impacts most every decision they make. Click To Tweet

Calm leaders challenge norms

Calm leaders tend to challenge norms and stretch others to grow in ways they are not often comfortable with. Call it what you will – human nature, gut reactions, etc., but many people react to things happening to them or around them in ways that only make matters worse. But a calm leader is processing. A calm leader brings peace to the storm, level-headed thinking, and challenges the norms that define the way things have always been done.

Calm leaders bring stability

Calm leaders bring a level of maturity and stability that is often lacking during turbulent times. Calm leaders know that their actions, attitudes, reactions, and thinking go a long way in determining successful outcomes.

Calm leaders are not passive leaders, nor are they passionless. Calm leaders are simply those who know how to harness the power of their intuition, experience, maturity, and wisdom to be a more effective leader. Click To Tweet

Strive to be a leader who, when everything around them seems to be in chaos, brings a calming presence to the situation. We could sure use more calm leaders.

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Hope For Discouraged Leaders

Posted April 22, 2019
by admin

If you are alive and breathing, you can still become everything God has created you to be. – Joel Osteen

In 1858 the Illinois legislature- using an obscure statute- sent Stephen A. Douglas to the U.S. Senate instead of Abraham Lincoln, although Lincoln had won the popular vote. When a sympathetic friend asked Lincoln how he felt, he said, “Like the boy who stubbed his toe: I am too big to cry and too badly hurt to laugh.”

If you hang around in leadership long enough you will know what discouragement feels like. I’m not trying to depress you but simply stating the obvious. Behind the glittering image and friendly smiles are leaders who face incredible pressures and shoulder responsibilities that can be daunting. Unfortunately, many leaders feel trapped with no one to talk with or vent to due to the “glittering image” that they feel compelled to present to the public.

Let’s be honest. Times of discouragement will come. How you react to it will make all the difference going forward. As a leader, you are not immune from troubles, in fact, you may have more. So how do you keep a proper perspective and come through it on the other side a better leader? Here are three reminders that you need to consider.

You are not alone

Life happens to all of us. It’s not always pretty. As a leader, you know this to be true. Disappointments come – you didn’t land that new client, a colleague betrayed you, sales are sluggish – you get the picture.

Here is what you need to know: your disappointment today is preparing you for great opportunities tomorrow. But there’s a catch. It all hinges on your attitude. While bad things can happen to good people; good people turn bad things into great opportunities. Click To Tweet

At a young age, Walt Disney easily could have been discouraged and given up. He was fired by the editor of a newspaper for “lacking ideas”. He could have taken his rejection and thrown in the towel. But if anything he used that experience to motivate him to greater things – and the rest, as they say, is history.

When times of disappoint and discouragement come, remember this truth – you are not alone.

You are stronger than you think

One truth I’ve learned over the years is this: you can be defined by life’s moments or you can define life’s moments. So how do you define life’s moments? You do so by choosing faith over fear, forgiveness over resentment, and by embracing God’s view of your life over man’s view. You don’t always have control over what comes your way but you can choose your path going forward. Click To Tweet

Thomas Edison experienced one of those defining moments in his career. His lab caught fire and was destroyed. All of his work went up in flames. To add insult to injury, his building was under-insured. It was a devastating and defining moment. How would he respond?

“There is great value in disaster,” said Edison, “all our mistakes are burned up. Thank God we can start anew.” Edison did not choose the fire, but he did choose to define the moment.

Here is the truth to remember: We don’t like adversity and disappointments because we mistakenly believe that we can’t handle it. But I submit that you are stronger than you think and you can overcome any obstacle that comes your way. Are you ready to define your moment?

You are not defined by your past you are prepared by it

Every experience that you go through is preparation for what’s next. Along the way, you have gained valuable experience. Some of it has come easy while at other times you wish you could have a do-over. It’s all part of the learning curve. I’ve been there countless times and I dare say you have as well.

But if you want to move forward as a leader you have to learn to let go of the past – especially the bad and cut yourself some slack. What’s important is that you have learned your lessons, have peace in your heart and are stronger as a result.

Discouragement sets in when you see yourself through the lens of failure rather than through the lens of grace. Click To Tweet

Here is the truth you need to remember: you are not the sum of your fears or your mistakes. Your past is your boot camp and it has prepared you for such a time as this.

Times of discouragement will come. But the good news is- it will pass. Stay strong and be encouraged. You are not alone, you are strong, and you are prepared!

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Why Do The Good Ones Leave?

Posted April 7, 2019
by admin

If your actions inspire others to dream more, learn more, do and become more, you are a leader. – John Quincy Adams

How is the organizational culture where you work? How is morale? Depending on the day when asked, the answers can run the gambit of responses and emotions.

A document was discovered in the ruins of a London office building. It was dated 1852. Here are a few of the notices that were posted for a group of employees: 1) This firm has reduced the hours of work, and clerical staff will only have to be present between the hours of 7 a.m. and 6 p.m. weekdays, 2) Now that the hours of business have been drastically reduced, the partaking of food is allowed between 11:30 and noon, but work will not on any account cease, 3) No talking is allowed during business hours, and 4) The craving for tobacco, wine, or spirits is a human weakness, and as such is forbidden to all members of the clerical staff.

Can you imagine the morale at a place like that?

It’s been said that people don’t quit organizations, they quit leaders. It’s a sad but true commentary on the lack of leadership skills that are so desperately needed in the workplace.

There are consequences to poor leadership and where it’s not present, people will leave to find it. Inevitably it’s the good employees who leave. Left behind is a weakened and demoralized team forced to pick up the pieces.

But why do the good ones leave? What is the tipping point in which a good employee will cash in the chips and bolt? The specifics vary, of course, but typically the good ones leave for these reasons.

The good ones leave because of leaders with no backbone

This type of leader plays to the crowd and will say whatever he or she thinks you want to hear. The good ones had rather hear the uncomfortable truth than the pleasant sounds of an appeaser. The good ones want a leader who is not afraid to make difficult decisions.

The good ones leave because of leaders with no vision

The good ones long for and thrive in an environment where the leader has a vision for the future, can articulate it, and sets a course of action that will take them there. The good ones understand that without a clear vision for the future there is no future to be had by staying.

The good ones leave because of leaders with no skin in the game

It will be hard to command the respect of your people if you have no skin in the game as it relates to your organization and its mission. You can’t expect a buy-in from your people if you have not fully invested yourself. The good ones seek to be with leaders who are as passionately invested as they are. Click To Tweet

The good ones leave because of leaders who place limits on their potential

The good ones will thrive in a culture of excellence where their hard work and talents are put to best use. The good ones will not sit idly by while the leader plays politics or favorites and be denied the opportunity to advance professionally.

The good ones leave because of leaders with no accountability

The good ones fundamentally understand that accountability and transparency are the cornerstones of success. When a leader no longer feels the need to be transparent or be accountable for his or her actions, then the good ones will not stay. Trust is like glue for the leader, is there is none, people won’t stick.

The good ones leave because of leaders with no boundaries

Ultimately, the leader is responsible for the culture of the organization. If proper boundaries are not being observed and inappropriate behaviors are being tolerated- such as bullying, then the good ones will not stay in that environment.

The good ones leave because of leaders with no integrity

At the end of the day, it all comes down to the integrity of the leader. The good ones want their leader to be a person of integrity and one they can trust. If integrity is lacking in the leader then integrity will be lacking in the culture. Click To Tweet The good ones will leave to avoid the connection.

Many personal factors contribute to the reasons why the good ones tend to leave and move on. I’ve discovered that it’s not always for the money or a promotion. The good ones understand the wisdom of the words of John Maxwell who said, “Everything rises and falls on leadership.” That’s why the good ones leave- to be with good leaders.

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7 Reasons Why Your Leadership Style is Causing Workplace Drama

Posted March 31, 2019
by admin

A leader’s job is not to do the work for others, it’s to help others figure out how to do it themselves, to get things done, and to succeed beyond what they thought possible. – Simon Sinek

Workplace drama. It’s nothing new and has been around for a while. We get it. But have you ever stopped to consider the impact of such drama to your bottom line? According to an article in Success, dramatic interactions in the workplace, as cited by Gallup, costs U.S. businesses as much as $550 billion a year.

How much can your organization afford to lose due to office drama? What amount is acceptable?

It is our belief that it is the leader who is, in many ways, responsible for the level of drama that exists within your organization. Clearly, not all drama is the creation of you as a leader, but here are seven ways that your leadership stirs it up.

You hoard knowledge and information

When your people are left in the dark concerning information that they need, you leave them no choice but to speculate and talk among themselves. This can lead to unnecessary confusion, rumors, and gossip. This action on your part fans the flames of workplace drama. How can you expect your people to perform at their best when you leave them in the dark?

You make teamwork difficult

The effectiveness and productivity of your workplace are realized when your people work as a team. But your leadership style of hoarding knowledge and information could be the reason why there’s so much drama. Perhaps you play favorites and the drama and tension are just too much to overcome. Without clear directives and unity, teams will flounder. It’s when you create an atmosphere of teamwork that your workplace will be productive and your people will be engaged. When teams are not working together it’s just a breeding ground for drama. Click To Tweet

You pit employees against each other

As a leader, your responsibility is to bring your people together, not keep them apart. It’s when everyone knows their roles and everyone has respect for what the other contributes and brings to the table. If an “us vs. them” mentality exists- it’s your responsibility as the leader to identify it, stop it, and correct it. As long as your people are pitted against each other there will be workplace drama. Click To Tweet

You create a crisis so you can solve it and be seen as the hero

You, as a leader, need to be confident in your abilities and value. When leaders feel insecure they often, consciously or unconsciously, create crisis situations within their team. This allows them to step in, resolve the issue, and get the credit for being the hero. Not only does this negatively impact productivity, but your team members will also begin to see through your veiled actions and you will lose their respect as well as the respect of any other leaders you are trying to impress. This lack of respect and continually operating in crisis mode is a key contributor to drama in the workplace.

You cause strife between other departments

Success is a win-win situation. If in striving to help your team succeed, you cause strife between other departments, you are causing failure as a whole. It is your responsibility to ensure that your team works well across departments. This collective teamwork is the solid foundation that allows your organization to thrive and you to be seen as an effective leader. Constant strife between departments feeds drama in the workplace.

Your meetings always involve the same few people or the wrong people

One of the quickest ways to cause workplace drama is to continually include the same few people or the wrong people in all your meetings. Click To Tweet Your team needs to know that they are valued; when you exclude them from meetings addressing their areas of responsibility you send a clear message that you do not see them as valuable contributors. You also start losing their trust because you appear to be secretive and manipulative; why else would you leave them out of the loop? This contributes to the poor morale and drama that, as a leader, you are always struggling against.

You embrace an environment that creates heroes and rewards them lavishly

If we spent a day in your organization, would we be able to identify the “teacher’s pets”? We believe so. Without even recognizing it, leaders often develop work environments where heroes are created and rewarded far beyond other team members. These individuals rarely shine consistently above everyone else in the organization, they have simply become the “teacher’s pet” and as such, can do no wrong. This creates resentment among other team members who work just as hard but go unnoticed and unrecognized for their efforts. Resentment fuels gossip and drama like gas to a flame.

A certain level of workplace drama is inevitable, but it is a productivity and morale killer. Your organization cannot afford for you, as a leader, to be creating more drama than emerges naturally from business and human interaction. Start minimizing the drama in your workplace by sharing knowledge and information, inspiring teamwork, encouraging employees to together instead of against each other, avoiding the creation of crisis situations, helping departments to work together, including the right mix of people in your meetings, and eliminating the “teacher’s pet” environment.

You are the leader; it’s time to stop stirring up workplace drama and set a good example for your employees to follow.

Read more from Liz Stincelli at https://lizstincelli.wordpress.com/

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Choose One Chair: Three Questions Every Leader Must Answer

Posted March 25, 2019
by admin

Credit: Google Images

“Yesterday all my troubles seemed so far away. Now it looks as though they’re here to stay. Oh, I believe in yesterday.”- “Yesterday”, by Paul McCartney and John Lennon

In Guidepost Magazine, Luciano Pavarotti relates a story from when he was a boy and his father introduced him to the wonders of song. He recounts:

“He urged me to work very 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 teachers 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. 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.”

At some point, every leader has that moment of awakening when one chair wins over another. The process of getting there will vary from person to person, but that day will ultimately come.

Your growth and development as a leader is a fluid process. Foundational character principles that guide you on your journey will not change, but for the sake of future growth and development as a leader, you must be open to change and new ideas.

As leaders, we also know that the only constant is change. What worked for you in years past may not be sufficient today. If you are content to just “phone it in” and coast as a leader on how it was done in years gone by then you may like have lost your edge. So what is a leader to do? Here are three basic questions you need to answer. Reaching your destiny as a leader may very well depend on it.

Is yesterday’s passion enough?

Passion is the fuel of your leadership. With it, the sky’s the limit in terms of your potential and destiny. It’s what keeps you up late at night and gets you up early in the morning. It’s the “why” that gives your life meaning and purpose.

Yet perhaps the wear and tear of the daily grind have taken its toll on you. Perhaps your dreams haven’t been realized and you feel there is no use in going forward. Let me encourage you today to buy-in to the words of Joel Osteen when he said, “If you’re alive and breathing, you can still become everything God has created you to be.” Becoming a leader of destiny requires a new passion for going forward. While the passion you started out with may have been sufficient at the time; today’s goals, dreams, and destiny will require more. Click To Tweet

Is yesterday’s attitude adequate?

If passion is the fuel of your leadership then your attitude determines your mileage. How far you go is about possessing the right attitude. Your attitude in years gone by may have served you well up to a point, but to get to the next level you may have to step it up a notch. Click To Tweet

Zig Ziglar said, “Your attitude, not your aptitude, will determine your altitude.” And that is the secret to achieving your leadership destiny. Leaders who have stood the test of time understand the importance of a positive attitude. Every leader has also dealt with the challenges-both internally and externally, of right thinking. Your attitude will cause you to reach your destiny as a leader or it will prevent it. Be sure it’s a good one.

Is yesterday’s mindset working?

One of the greatest threats to your leadership today is holding on to a “this is the way we’ve always done it” approach of years gone by. Evolving as a leader is not about disrespecting the past but has everything to do with letting it go for the sake of your future. Click To Tweet

While values are timeless your methods must be current and relevant to today’s world. Are you still open to new ideas? Do you still have the attitude of a student who is humble enough to learn? Don’t forfeit the destiny that could be yours because of limited thinking. Stay current, be relevant, and keep growing.

When Pavarotti chose his one chair it changed the course of his life. It was that singular decision that put his destiny in motion. In like fashion you must choose your one chair and make sure that you have the right levels of passion, attitude, and mindset to take you to the top.

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False Reads and the Human Equation

Posted March 17, 2019March 17, 2019
by admin

The single biggest problem in communication is the illusion that it has taken place. – George Bernard Shaw

Not long ago, I went to see the doctor with chest pains. A few weeks before, I was down with the flu and couldn’t seem to shake the effects of a lingering and nagging cough. Thinking the cough was to blame for my chest pains, I went to the doctor in hopes of getting some relief.

Chest x rays came back clear but with a concerned look on her face, the doctor told me that my EKG came back abnormal. “Have you ever had a heart attack in the past?”, she asked with a stern face. “Not that I am aware of I shot back.” “Well, according to the EKG, it says you have, and your heart skips a lot.”

With a referral in hand, I was left to my imagination as to when I may have ever had a heart attack in my past and was I in danger of having another before I could see the heart doctor? Needless to say, it was a long week of waiting coupled with many unanswered questions.

The visit to the heart doctor put my concerns (and my imagination) to rest. Not only did a new and more sophisticated EKG reveal no sign of a previous heart attack, it actually showed a heart that is in pretty good shape. As it turns out, the doctor explained, my first EKG was read by a computer, not a human. The doctor simply read to me what the computer said.

This experience served as a reminder to me of the importance of the human equation in leadership. Whenever leaders are content to settle for what’s seen on the surface we can miss important things that make a big difference. Here are a few good lessons for leaders going forward.

False reads happen

Sometimes your first read on the situations you deal with and the people you lead are not accurate. There’s always more to what meets the eye than you can see at the moment. Don’t be too quick to make judgments. Your snap decisions and assessments can be wrong. Better to take your time in making judgments than having to go back and clean up messes you made because of a false read. Click To Tweet Doing so is a disservice to your people and a setback to your leadership.

Second opinions matter

Even the most well-intentioned leader can read situations wrong now and then. But a smart leader will surround him/herself with other leaders who have more knowledge in some situations that can be valuable. When in doubt, defer to others who can help you make more accurate assessments and decisions. This cuts down on unnecessary tensions and helps you avoid costly mistakes. Always give your people the benefit of the doubt and the benefit of your maturity.

Relationships make the difference

While both doctors who attended to me were concerned, only one took the time-plenty of time, to talk to me, ask questions, gather history, and thoroughly explain things to me that made sense and put me at ease.

Your skill as a leader is developed not as you try to place everyone in a box and where relationships don’t exist. In fact, it’s just the opposite. Click To Tweet

The human equation in leadership is as important as ever, if not more so. For all of our advancements in technology and communication, there’s just no substitute for building relationships the old fashioned way. It matters that much.

False reads happen to all of us. Second opinions strengthen us. Relationships empower us. Don’t ever underestimate the power of the human equation.

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Leaders – Sometimes We’re The Problem!

Posted March 10, 2019March 11, 2019
by admin

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

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

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

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

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

The problems we ignore

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

The problems we deny

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

The problems we don’t delegate

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

The problems we obsess over

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

The same problems we deal with over and over again

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

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

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

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The Face of Leadership

Posted February 24, 2019February 24, 2019
by admin

Courage starts with showing up and letting ourselves be seen. – Brene’ Brown

Robert Louis Stevenson tells of a storm that caught a vessel off a rocky coast and threatened to drive it and its passengers to destruction. In the midst of the terror, one daring man, contrary to orders, went to the deck, made a dangerous passage to the pilot house and saw the steerman, at his post holding the wheel unwaveringly, and inch by inch, turning the ship out, once more, to sea. The pilot saw the watcher and smiled. Then, the daring passenger went below and gave out a note of cheer: “I have seen the face of the pilot, and he smiled. All is well.”

This story is a great reminder of the power of leadership. Whether you serve in a large corporation, a small business, a nonprofit, of somewhere in-between, people look to its leadership not just for direction, but for a steady hand in the midst of the storm.

Check out most any list of essential qualities to be found in leaders today and more times than not you will find confidence and the ability to inspire others somewhere on the list. It’s that important. Click To Tweet

Think about the man in the story. He defied orders and he risked his life. But what he came away with made it all worthwhile. He was able to go back and with a cheer in his voice let the others know that they were going to be fine. Why? Because he saw the smiling face of the pilot.

There are a few leadership lessons for you from this story. Don’t underestimate them.

Perceptions matter

Normally, we try to steer clear of perceptions because it’s just too easy to mislead people. But as a leader, you must know that people (for better or worse) do look at you differently. The air of confidence and composure you give matters to people and you should be mindful of it.

Leadership is a matter of having people look at you and gain confidence, seeing how you react.” said Tom Landry, “If you’re in control, they’re in control.” This is why perceptions matter to you as a leader. Just know this – people are watching. What signals are they picking up from you?

People will ride out the storms with you if they trust you

Trust is essential to your leadership. It will make it or break it. People will stick by your side and weather the storms with you so long as they know they can trust you. Click To Tweet All it took for the man in the story to have hope was to see the expression on the face of the pilot to know that things were going to be fine. But in today’s culture, it’s going to take more than just the expression on your face to carry the day. You must earn trust.

Seth Godin was spot on when he said, “Earn trust, earn trust, earn trust. Then you can worry about the rest.” On good days, leadership is hard. You only complicate things if your people can’t look you in the eyes and know they can trust you.

Courage is contagious

When the daring passenger saw the smile on the face of the pilot, he went to the others with a cheerful heart to report the good news. In that brief exchange, courage was transferred from the steady hand of the pilot the frightful passengers below.

I think in our leadership circles at times we tend to overlook some of the basic fundamentals that translate to success. You don’t have to attend the latest conference or hire the most expensive leadership guru to tell you this. So I will. Courage is contagious. And when you display courageous leadership then your people will respond to it. Click To Tweet

John Maxwell says, “Anyone can steer the ship, but it takes a leader to chart the course,” and in your leadership – through the good times or in the storms, people will rely on you- not because you know how to steer the ship but because you are a leader they can trust.

The face of leadership should be one that gives confidence and courage not fear or retreat.

What is the face of your leadership?

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Get Off Your High Horse

Posted February 10, 2019February 14, 2019
by admin

The greatest among you shall be your servant. – Matthew 23:11 ESV

A few years back, a story was recounted in Today in the Word of how during the American Revolution, a man in civilian clothes rode past a group of soldiers repairing a small defensive barrier. Their leader was shouting instructions, but making no attempt to help them. Asked why by the rider, he retorted with great dignity, “Sir, I am a corporal!”

The stranger apologized, dismounted, and proceeded to help the exhausted soldiers. The job done, he turned to the corporal and said, “Mr. Corporal, next time you have a job like this and not enough men to do it, go to your commander-in-chief, and I will come and help you again.” It was none other than George Washington.

Learning the ropes in leadership can be painful. Just like in the above story. And it’s especially hard when attempting to lead others. You can lead by decree or you can lead by example.

There are a few leadership lessons that stand the test of time. They’re simple but yet serve as necessary reminders.

Not everyone with a title is a leader

Having a title means you have a position of authority within the organization. Most likely it conveys that you have some type of leadership potential or qualities. It doesn’t necessarily make you a leader. There’s a big difference between people respecting you because of your title and people respecting you because of your leadership. Understand the difference between the two and strive for the latter.

True leaders let their actions speak louder than their words

The corporal in the story was all about barking orders and telling the others what to do. Washington was about joining the men and completing the job. On your leadership journey, don’t mistake being loud for being competent. A true leader will show you more about leadership by his or her actions than they ever will by their words. Click To Tweet

True leaders are not afraid to get dirty

The corporal was content to watch his men work. Washington was all about working alongside them. A servant leader will get down in the trenches with his or her people and help get the job done. The person more concerned about the title will simply be a spectator. Click To Tweet If you desire to be a leader, you can’t be afraid to get your hands dirty.

True leaders are servant leaders

Washington didn’t pull rank with the corporal. He simply got off his horse and helped the men finish the job. He led by example and the sweat of his brow.

What will define your leadership is not found in the things that you do to make your life easier. It’s when you serve others and walk in humility. Click To Tweet

Perhaps by now, many of you have seen the photo of Bill Gates standing in line at a Dick’s Drive-In in Seattle.

The picture captivated millions around the world. Here’s the leader of Microsoft- the second richest man in the world, and he is quietly and patiently waits his turn in line. No special privileges, no airs about him, just being a regular guy waiting to order a burger and giving a powerful lesson in leadership all at the same time.

So often, the greatest impact you can make as a leader is not when you are being loud and obnoxious or when you are pulling rank, but with quiet strength, you are willing to get off your high horse and lead by example.

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