leadership – Page 32 – Doug Dickerson on Leadership

From Resolution to Lifestyle: This is Your Year

Posted December 29, 2016
by dougdickerson

There is a time for everything, and a season for every activity under the heavens. – Ecclesiastes 3:1

During WWII General Douglas McArthur asked an engineer how long it would take to build a bridge across a certain river. “About three days.” The engineer was told to go ahead and draw up the plans. Three days later McArthur asked for the plans. The engineer seemed surprised. “Oh, the bridge is ready. You can cross it now. If you want plans, you’ll have to wait a little longer, we haven’t finished those yet.”

A new year tends to bring up a nostalgic notion in many people. They make resolutions to lose weight, quit smoking, go to the gym, diet, etc., – which on the surface sounds good but seldom lasts more than a few months. Sound familiar?

According to a survey about 45 percent of Americans make New Year’s resolution but only about 8 percent have success in keeping those resolutions. So where do you fit into this time-honored tradition of resolutions?

Instead of “New Year’s Resolutions” I prefer and embrace the notion of a lifestyle. While resolutions usually carry a certain intent, a lifestyle has a certain permanence to it.

I’d like to challenge you to think about the leadership lifestyle that you would like to develop, nurture, and commit yourself to living. Unlike a resolution ie. lose ten pounds and when done check it off; your leadership lifestyle is always under construction.

Here are three questions to ask yourself as a leader to help you think about what a leadership lifestyle means to you. On a sheet of paper answer these questions as you sketch out a blueprint for a leadership lifestyle and your intentional plan for growth.

What are my strengths?

Every leader I know has strengths. They have certain skill sets that come naturally to them or they have developed over time that serve them well. What are yours? It may be that you are a great people person or you are in your element in front of other people? It could be that you are a visionary and see the big picture before anyone else and you can help others see it.

Your strength is someone else’s weakness and your strength is going to compliment that person. Your strength is not meant to be hoarded but shared. Be humble and willing to add value to those in your circle of influence because when you do everyone benefits.

What are my weaknesses?

Every leader I know has weaknesses. We all do. For some the thought of speaking in front of a crowd is enough to make them lose their lunch. You may struggle with insecurities and self-doubts about your abilities and it holds you back from attaining all that you are capable of achieving. You may be too outspoken and a little rough around the edges and some people may not know to respond to you.

While we all struggle with weaknesses, we do not have to let them define us or prevent us from living a leadership lifestyle that makes a difference. It simply means that we are human and we are all trying to figure it out together.

Who can help me?

Every leader I know needs help. I know I do. And as leaders, we were never meant to go-it-alone. We need each other. And in my weaknesses, I can learn from your strengths, and from my strengths, you can perhaps learn a few things to help you along in an area of weakness. The idea is simple- find someone who can help you.

Proverbs 27:17 says, “As iron sharpens iron, so one person sharpens another.” And this is the leadership lifestyle I am committed to- growing in my strengths, growing through my weaknesses, and helping all I can along the way. Will you join me?

Check out my speaking services tab at the top of the page. I am booking 2017 leadership workshops now.

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Merry Christmas

Posted December 25, 2016
by dougdickerson

christmas

I’d like to take a moment to wish all of my readers around the world a Merry Christmas and prayers for a blessed New Year!

May 2017 be your best ever!

Doug

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Why Do Your Employees Hate You? Guest Blog Post by Elizabeth Stincelli

Posted December 23, 2016
by dougdickerson

frown

“A good leader can engage in a debate frankly and thoroughly, knowing that at the end he and the other side must be closer, and thus emerge stronger. You don’t have that idea when you are arrogant, superficial, and uninformed.” —Nelson Mandela

I am surprised when managers act shocked to find out that their employees don’t like them. You have to remember that the way you think affects your behavior and your behavior determines how your employees react to you. If you don’t pay close attention to your thoughts this can become a vicious cycle. So, why do your employees hate you?

You think your title makes you a leader

I can tell you that one of the biggest factors that causes employees to hate you as their manager is if you think that your title makes you a leader. You don’t become a leader just because you get placed in a management position. Leadership is something that you grow into and earn. Chances are that if you think your title makes you a leader, you also think it entitles you to power. You may have control over rewards or consequences that give you the power to accomplish short-term tasks. This, however, does not equate to long-term power that is earned through respect.

They don’t trust you

If you don’t trust your employees, they won’t trust you. People like people they trust. Animosity is created when your employees’ notice that you think you know more than them, you stop listening to what they have to say, and you are always keeping score. When it appears that you do not trust them, they stop engaging with you even when you ask them questions. They don’t feel like they can be themselves around you. You can’t command trust and respect, you have to give it first and then earn it.

You fail to build relationships

Even if you had strong relationships at some point, when you were promoted you may have become distant and bureaucratic. Your relationships may have become superficial and fake; employees can see right through your facade. After making the move into a management position, it is easy to forget what it’s like to be the low man on the totem pole or working on the front lines. You fail to build relationships on an individual basis where each employee knows that you care about them personally. If you start relying on email as your main form of communication you lose that face-to-face interaction that can be so important to relationship building. You don’t encourage, welcome, ask for, or act on feedback which reinforces the perception that you don’t care what your employees have to say.

You have something to prove

You think that leadership requires you to make sure everyone knows you’re in charge. In fact, it is quite the opposite. If you need to prove that you are in charge, you’re not a leader. You feel you have something to prove, all the time. You’re smarter, stronger, braver, or more powerful; it’s always something. You default to the use of fear and intimidation when you feel you’re not getting the respect you think you deserve. And, you never admit when you are wrong. No one likes a know-it-all. If you are always trying to one-up your employees, chances are they will start to hate you.

You don’t value their contributions

When you think you’re all that, you tend to minimize the contributions of others. When you don’t recognize the value of your employees’ contributions or reward them for a job well done their distaste for you grows. If you don’t recognize their value you will fail to challenge them or engage their creativity. Everyone wants to feel that their contributions are valued and that their efforts are worthwhile.

Turn it Around

So, now you know some of the main reasons your employees might hate you, what can you do to turn it around? Start by recognizing that you become a manager by being promoted or hired into that position, but you become a leader by focusing on the needs of others rather than gaining power for yourself. Show your employees that you trust them and their abilities, communicate openly, and stop keeping score. Remember that you are not a leader if you need to prove that you are in charge. And finally, recognize that every employee adds value. Leadership is influence, and you can’t influence those who hate you. Pay close attention to your thoughts for they will become your behavior. Turn it around.

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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Four Leadership Lessons From Ebenezer Scrooge

Posted December 18, 2016
by dougdickerson

Hello, Ebenezer, I’ve been waiting here for you… – The Ghost of Jacob Marley

Listen to most any radio station and you will hear the Christmas Carols. The stores are decorated and the bells are ringing. Yes, Christmas is upon us. Are you ready? Are you in the Christmas spirit?

The festivities and good cheer can bring out the best in people. It’s a time to reflect, give thanks, and give back.

But it’s also a time to look back on 2016 before it closes out and reflect upon your progression as a leader and to make plans for your growth and development going into the New Year. With the help of one such literary character of Christmas we will learn some lessons of leadership that can help you all year.

Charles Dickens’ A Christmas Carol is a favorite for many. It’s a timeless story that has entertained for generations. But let’s not overlook the leadership lessons that can be found in the story. Here are four.

Epiphany’s happen for a reason

As Scrooge was preparing for bed he was visited by the ghost of his former business partner Jacob Marley. Marley shows Scrooge the fate that had befallen him due to the way he abused the poor and hoarded his wealth. Marley’s fate was now to walk the earth bound in the chains of his own greed. Marley explains to Scrooge that this too would be his fate if he did not change his ways.

There comes a time in the life of every leader that you must take stock of who you are, where you are, and re-connect with your purpose in life. Your epiphany can be a wake-up call to make some major changes in your life or it can be to reaffirm the course you are on. But regardless, pay attention and heed the warnings.

Not everything that glitters is gold

The Ghost of Christmas Past takes Scrooge on a stroll down memory lane from his time as a young man. He is seen enjoying a Christmas party given by his boss Mr. Fezziwig. But things take a foretelling turn when the ghost shows him a Christmas in which his fiancée, Belle, leaves him because she realizes he cares more about money than her. He then sees Belle several years later on Christmas Eve happily married to another man.

Scrooge was blinded by his love for money and by his greed. It became his identity. It was more important to him than relationships. In leadership the bottom line is not money; it’s people. Don’t mistake your money for power or your influence for integrity. They are not the same. When you are right on the issue of people and relationships everything else will eventually take care of itself.

Words matter

The Ghost of Christmas Present shows Scrooge the festivities of London as well as a sickly Tiny Tim, Cratchit’s son. Upon expressing his concern for the boy, the ghost informs him that he will die unless something changes. The ghost uses Scrooge’s words about “decreasing the surplus population” against him. Presented with two more sick children to see again, his own words, “Are there no prisons, no workhouses?” come back to haunt him.

As leaders it’s easy to get caught up in the moment and say things that we wish we could take back. I’ve spoken my fair share. How about you? Perhaps it’s time to learn how to pause a few seconds longer before speaking the first thing that comes to mind. How about a more kind and thoughtful approach? Make no mistake – words matter. And you can do a lot less damage with your mouth closed.

It’s never too late to change

The Ghost of Christmas Yet to Come shows Scrooge Christmas Day one year later where Tiny Tim has died just as the previous spirit predicted he would. Then the ghost shows Scrooge scenes of the death of a “wretched man” and how some people make fun of him and are even relieved that he is dead. The ghost then shows Scrooge the tombstone- and it bears his name. Scrooge weeps over his grave and begs for another chance before awakening to find that it’s Christmas Day. A remorseful Scrooge repents and becomes a generous man. He visits Fred, gives Cratchit a raise, and takes Tiny Tim under his wings.

To be sure, leaders are human and come with many flaws. But the story of Ebenezer Scrooge is a reminder about the importance of generosity, the value of relationships, and what matters most in life. It’s a reminder about the importance our lives moving in the direction of redemption.

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Three Leadership Lessons from Rudolph the Red Nosed Reindeer

Posted December 16, 2016
by dougdickerson

Then all the reindeer loved him as they shouted out with glee, Rudolph the Red-nosed reindeer, you’ll go down in history!- Robert L. May

For many years, the story goes; Montgomery Ward department store in Chicago purchased and gave away coloring books as a promotional during the Christmas season. In 1939, company executives wanted to do something that would both reduce costs and be new and different.

To help with the new project they turned to Robert L. May, a 34-year old Montgomery Ward copywriter who was known to dabble in children’s limericks and stories. His creation was a short story written in rhyming verse and differed from the version known today. The original Rudolph lived in the woods with his loving parents far from the North Pole.

May’s story became an immediate success. Montgomery Ward gave away 2.4 million copies of the story in 1939 and by 1946, despite wartime paper shortages; over 6 million copies had been distributed. Faced with large medical bills because of his wife’s battle with cancer, May asked Montgomery Ward officials if he could have the copyright to Rudolph turned over to him. The company agreed and that same year the story was published commercially.

May also asked his brother-in-law, songwriter Johnny Marks, to adapt his basic story idea to music. When Marks was done, one singer after another, including Bing Crosby, declined to record the song. Finally, in 1949, Gene Autry accepted and Rudolph the Red-Nosed Reindeer shot to the top of the charts. Autry’s version is now the second best-selling Christmas song of all time, surpassed only by Crosby’s White Christmas.

From the song Rudolph the Red-Nosed Reindeer, come leadership lessons that are still applicable today. Here are three lessons that will serve you well regardless of the season.

We all have gifts and abilities

Rudolph was the object of scorn by the other reindeer who mistakenly thought that because he was different from the others he didn’t have anything to contribute.

We all come in different shapes, sizes, and with unique gifts. It is not in the similarities that we stand out, but in our differences. The gifts and talents you bring to the table of your business or organization may not look like anything else in your company, but that is your gift. As you embrace and celebrate those gifts, others will also come to appreciate what you have to offer.

We all face opposition

Because his appearance was different from others around him, Rudolph faced opposition. There will always be an element of people who will oppose you not based on your appearance as in the story, but because you have a different perspective, you have a different attitude, and you bring an optimistic mindset to the challenges of your organization.

When you embrace that which causes you to stand out you are on your way to the top. Others can ridicule you or join you but the choice is theirs. Regardless of your opposition, never surrender your uniqueness to any opposition.

Your moment to shine will eventually come

It is in the little things that you prove yourself. Even though Rudolph faced opposition from the others, he didn’t allow their negativity to defeat him. In the moment of crisis when Santa needed a go-to Reindeer, Rudolph was ready. Armed with his natural giftedness and positive attitude, he navigated the team of fellow reindeer to a successful completion of the Christmas mission.

Your moment of destiny will come one day and it may not happen the way you expected. Open your eyes to all the possibilities that your leadership can provide. As you remain faithful your big moment will come.

This Christmas season, celebrate your gift as a leader, rise above your opposition, and stand ready to embrace your destiny. As you do, you will have a greater understanding of just how special the season can be.

This post is back each year by popular demand.

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Taking ‘No’ Out of Your Playbook: And Why it Matters

Posted December 9, 2016
by dougdickerson

Nothing will ever be attempted if all possible objections must first be overcome – Samuel Johnson

Leaders understand that obstacles are a part of the landscape on the road to success. But how many leaders are self-aware enough to realize that some of the obstacles blocking their desired success are self-inflicted?

When what stands between your employees or volunteers and potential success is a constant drumbeat of “no” or the good ole standby of, “We’ve never done it this way before,” then you are capping your talent and are hindering your chances of success.

In his book, It’s Not About the Coffee, past Starbucks International president Howard Behar writes of the necessity of taking ‘no’ out of your playbook. His thought was that we can grow so accustomed to saying no to our customers or employees that soon these roadblocks take on a life of their own and become the unspoken rules, the No Book, that stands between you and your potential success.

One example Behar shared about Starbucks turning an everyday no into a yes was by opening the door early in the morning. Customers would come by ten minutes before the store opened and were routinely turned away. The message the prospective customer would get was, “No, we’re not open yet.” When they realized they could say yes they began to open ten minutes before the posted opening to serve their customers.

To be sure, not every ‘yes’ will guarantee success and not every ‘no’ will deny it. But what you must realize is that until you release the power of possibilities in your people they will never have a chance to find out. Taking ‘no’ out of your playbook will unlock their potential and give them much needed freedom to grow. That is critical to your success. Here is why taking ‘no’ out of your playbook matters to you as a leader.

It empowers your people.

There is no better way to empower your people than to release their creative ingenuity with a ‘yes’ attitude. It signals that you believe in them and you want them to reach their full potential. Empowered people are driven people and are more invested in the product and outcomes. When you remove ‘no’ from the playbook and replace it with a ‘yes’ then you elevate everyone to a new level.

It puts the focus where it belongs.

When ‘no’ is replaced with a ‘yes’ then the playbook becomes a different document. The paradigm shifts. You go from playing defense to playing offense. Now instead of the focus being inward it’s outward. Where once it was all about you, now it’s about those you serve. When your purpose revolves around a “yes we can” mentality then there is no room for “no we can’t” detractors. When your people are free to focus on what they can do instead of what they can’t do it will make a world of difference.

It creates momentum.

Some leaders exert a lot of energy and waste a lot of time trying to figure out the secret to creating a culture of momentum. Sadly, what some do not realize is that they are the reason why it’s lacking. Why? They haven’t taken ‘no’ out of their playbooks and therefore much-needed momentum lies dormant.

What would it take to motivate you? Former Miami Dolphin’s great Bob Kuechenberg shares how he got his. He tells the story of his father and uncle who were human cannonballs in carnivals. His father told him, “go to college or be a cannonball,” said Kuechenberg. Then one day his uncle came out of the cannon and missed the net and hit the Ferris wheel. It was then that Kuechenberg decided to go to college.

As a leader, you can either take ‘no’ out of your playbook and put in a resounding ‘yes’, or be shot out of a cannon. Why not release the potential of your people, focus on those you serve, and generate the momentum you need? Say yes!

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Three Traits of Pay it Forward Leaders

Posted December 1, 2016
by dougdickerson

No act of kindness, no matter how small, is ever wasted. – Aesop

A mother wanted to teach her daughter a moral lesson. She gave the little girl a quarter and a dollar for church “Put whichever one you want in the collection plate and keep the other for yourself,” she told the girl. When they were coming out of church, the mother asked her daughter which amount she had given. “Well,” said the little girl, “I was going to give the dollar, but just before the collection the man in the pulpit said that we should all be cheerful givers. I knew I’d be a lot more cheerful if I gave the quarter, so I did.”

One of the many great lessons of leadership I have learned over the years comes from Rick Warren. It’s the opening line of his best-selling book, The Purpose Driven Life. It’s a succinct and powerful sentence. It reads, “It’s not about you.” It speaks volumes about finding your purpose and it speaks volumes about your leadership style.

Pay it forward. We hear it a lot and conceptually we embrace it. It makes us feel good especially at this time of the year. But as leaders how are we doing it?

My intent here is not to generate a check- list of “to do’s” like opening doors and saying hello. Not that those things aren’t worthwhile; but I’d rather explore the mindset of a pay it forward leader. Here are three traits.

A leader’s heart

Paying it forward begins in the heart. Before any encouraging word flows from your lips and before anything flows from your wallet in a monetary contribution- it passes through the heart. Leaders who pay it forward are those with a giving mindset and understand that value given is value added.

A leader’s hand

Tangible acts of paying it forward: volunteering, mentoring, etc. are extensions of a pay it forward mindset. Another name for it is servant leadership. John Maxwell said it best,” People don’t care how much you know until they know how much you care.” The hands and heart of a leader are a powerful force for good when it flows out of a heart of compassion.

A leader’s habit

Pay it forward leadership on the surface may come across as “random acts of kindness” to some, but for the pay it forward leader it’s more about a habit developed over time. Over time it’s become a lifestyle, not an isolated event.

As I look back over my thirty plus years in leadership I see a common thread among the successful leaders I know and have met: they are generous, they have big hearts, and they always pay it forward.

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Three Traits of Leaders Who Finish Strong

Posted November 25, 2016
by dougdickerson

Life’s battles don’t always go

To the stronger or faster man,

But soon or late the man who wins

Is the one who thinks he can.

From, The Man Who Thinks He Can, by Walter D. Wintle

The Greeks had a race in their Olympic games that was unique. The winner was not the runner who finished first. It was the runner who finished with his torch still lit.

As we move down the stretch toward the end of 2016 now might be a good time to think about how you are finishing the year. As it was with the Greeks, it’s the one who finishes the race with his torch still lit that wins.

At this juncture in the year you may be tired and weary. You may be more than ready to turn to turn the page on 2016 and welcome a clean slate that awaits you in 2017.

With the finish line of 2016 in sight let’s consider the traits of leaders who finish strong. It’s a simple list and is certainly not an exhaustive one. You may want to add to it. These are my top three.

Leaders who finish strong have clarity of purpose

One of the traits of leaders who finish strong are those who live their life intentionally with purpose. Each day is seen as a gift and an opportunity to add value to those around them and make a difference in their world.

Living and leading with purpose makes each day meaningful and unique. It’s an opportunity to use your God-given gifts and abilities for a good cause. When you live your life with purpose it motivates you in a different way. No longer is it about you, it’s about others. A selfless leader is a strong leader who will also finish strong.

Leaders who finish strong have a resilient attitude

I’ve yet to meet a leader who doesn’t face his or her fair share of problems and adversity. It comes with the territory. Maybe more so. But the leader who finishes strong is not the one who was exempt from adversity but the one who endured it.

Leaders who finish strong have discovered the secret that it’s not about what happens to them that matters but what happens in them that sets them apart. Leaders who finish strong have a resilient attitude that never gives up. They understand that they are responsible for it and work at having a good one every day.

Leaders who finish strong have tapped into their work-life balance

“All work and no play makes Jack a dull boy,” so says the old proverb. Leaders who finish strong are those who understand the importance of a sound work-life balance. These leaders know and understand the value of hard work and give it their all day in and day out. They roll up their sleeves and are willing to go the extra mile to get the job done.

But finishing strong requires balance. And if as a leader you are burning the candle at both ends with no balance in your life as it pertains to rest and recreation soon you will be of little value to anyone.

Leaders who finish strong are able to do so because they have found the balance they need. Make sure that you give your mind and body the rest it needs and deserves. Remember, it was not about finishing the race first for the Greeks that mattered, it was finishing with your torch still lit. If you cross the finish line of 2016 burned out and spent how will you begin 2017?

As the year draws to a close think about how you can finish strong. What action steps do you need to take? It’s not too late. Finish strong and be ready to tackle a new year with a renewed sense of passion and purpose.

*This week’s column come to you courtesy of the vault.

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Four Ways Leaders Can Foster Cooperation

Posted November 17, 2016
by dougdickerson

The most important single ingredient in the formula of success is knowing how to get along with people. – Theodore Roosevelt

Charles Osgood told the story of two ladies who lived in a convalescent center. Each had suffered an incapacitating stroke. Margaret’s stroke left her left side restricted, while Ruth’s stroke damaged her right side. Both of these ladies were accomplished pianists but had given up hope of ever playing again. The director of the center sat them down at a piano and encouraged them to play solo pieces together. They did, and a beautiful friendship developed.

We all know that cooperation is important. That much is certain. But if you are a leader on a diverse team of individuals how do you reconcile such diversity of opinion, egos, and DISC placements in a way that inspires collaboration and cooperation rather than a brawl in the break room?

Here are four approaches that may help.

Embrace the tension

Some leaders prefer to shy away from the tension and madness that makes up their organizational culture; I say embrace it. Within those diverse opinions and ideas is a wealth of creativity, when collated and organized, can be a game changer for you. Corralling your team and tapping into their collective creativity can be a leadership challenge but if you can pull it off it can pay huge dividends.

Challenge assumptions

One thing you have to be mindful of as a leader is not falling into the mindset that you must always “keep the peace” or not “rock the boat”. I think once in a while it’s a good thing. I am not advocating disrupting your organization simply for the sake of creating chaos, but I am advocating confronting status quo thinking head-on. Disrupt your way of thinking and disrupt it in your people so that no idea, option, or way of looking at things is ever business as usual and predictable.

Build bridges

Within your organization you have left brain people and right brain people. You have the visionaries that see things before the rest of the team and you have the builders who make it a reality. You have the strong-willed, the analytical, the outgoing, and the humble. You are all over the DISC map. Good! Building a culture of cooperation begins when you acknowledge, embrace, and seat everyone at the table. If your organization is going to grow and succeed you need all of these people with you. It was General George Patton who wisely said, “If everyone is thinking alike, then somebody isn’t thinking.”

Create engagement

Successful engagement and cooperation within your organization occurs when you bring your team together- not when you keep them apart. It happens when you put the visionary and the builder together to see the big picture. It occurs when you put the right brain and left brain people together so they see they are not each other’s competition but their completer.

Lest you think I am looking at this through rose-colored glasses, let me be clear- this will not be easy. It will be hard work and a leadership challenge. People will have to check their ego’s at the door and come prepared to learn.

But before cooperation can take place you must name the elephant in the room and embrace the tension that exists that is a result of different personalities on your team. You must challenge your assumptions and traditional ways of thinking. Cooperation is not forcing everyone to conform to your way of thinking. It starts with an open mind, respect, and by embracing other points of view.

Building a culture of cooperation can be the difference-maker for your organization. As a leader it is up to you to foster the environment.

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Jumping to Conclusions

Posted November 10, 2016
by dougdickerson

Man is too quick at forming conclusions- Edward E. Barnard

John was driving home late one night when he picked up a hitchhiker. As they rode along, he began to be suspicious of his passenger. John checked to see if his wallet was safe in the pocket of his coat that was on the seat between them, but it wasn’t there! So he slammed on the brakes, ordered the hitchhiker out, and said, “Hand over the wallet immediately!” The frightened hitchhiker handed over a billfold, and John drove off. When he arrived home, he started to tell his wife about the experience, but she interrupted him, saying, “Before I forget, John, do you know that you left your wallet at home this morning?”.

Jumping to conclusions. It would be great if we could raise our hands and say we’ve never done it, but we all know better, don’t we? Many of us as leaders have been too quick to jump to a conclusion about a person or situation only to regret that decision later. We didn’t wait for all the facts and we let our imaginations get the best of us. In the heat of the moment we made a decision only to regret it later.

As leaders our gut-instincts are critical. We come to rely on our perceptions and intuition and hopefully more times than not they serve us well. So how can we avoid those embarrassing times when we blow it and our conclusions are wrong? Here are a few tips worth considering.

Give people the benefit of the doubt

Not every idea is a bad idea and not all of your ideas are the best. Be open minded enough to hear out the people in your organization and what they have to offer. Appreciate the diversity of thought in your organization and the people who act in good faith to add value. When people fall short of your expectations be willing to work with them to find ways to improve. Don’t write them off too soon.

Cynical leaders are a drag on the organization because in due time the people in your organization are going to recognize it and as a result will be less likely to bring forth their ideas if all you are going to do is criticize it.

Seek inclusion and input

Your stock as a leader is going to go up as you bring more people to the table and work together. The buffer to your cynicism rests in your ability to hear from everyone. Even if your gut instinct about an idea or person turns out to be correct chances are in the natural course of inclusion and discourse it can be resolved.

By bringing people to the table it can validate your suspicions or it can erase them. Be willing to hear from all sides before jumping to a conclusion you may come to regret later.

Sleep on it

I’ve regretted not doing this way too many times. But sometimes the best thing to do when faced with a dilemma or decision is to just sleep on it. Often time afterward the situation looks much different and you have a much better perspective.

By sleeping on it and thinking things through one thing is for certain – you will not wake up with regrets about making the wrong call. Patience is a hard virtue to come by, and I admit it’s not always mine. But it’s better to make the right decision off a good night sleep than not being able to sleep knowing you blew it.

Check your motives

Before jumping to conclusions about people or ideas within your organization why not check your own motives at the door. What is the basis for the conclusion you’ve come to? What is your motivation? Have you openly and honestly played all of your cards for the benefit of the team? What are you holding back? Do you have your own agenda you are trying to protect?

Yes, these questions all sound like the very ones we use to come to our conclusions about other people, right? Well, perhaps as leaders it’s time to turn the tables and do a little soul-searching of our own.

As a leader it is important to trust your instincts and intuition and not jump to conclusions. Be quick to listen, slow to speak, and even slower in jumping to conclusions.

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