Management Principles – Page 3 – Doug Dickerson on Leadership

Leadership Minute: Mind Your Manners

Posted October 1, 2014
by admin

Good manners are a combination of intelligence, education, taste and style mixed together so that you don’t need any of those things. – P.J. O’Rourke

Good manners are essential to your effectiveness as a leader. Good manners are of importance to you not just because it reflects upon your leadership style, but because it speaks volumes about the respect you have for others. We tend to look at having manners as a self-respect issue but it’s more than that- it’s an issue of respect for those we encounter. Of the many soft skills in leadership that are of importance I believe good manners ranks high in priority. When you blend good taste and style with intelligence and education you possess a good formula for good manners. But the formula, as good as it may be, is not enough. You must put good manners into practice. You must model the type behavior you expect. The more you put it into practice the sooner it becomes a habit. Simply put; a good leader practices good manners.

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Leadership Minute: Push Forward

Posted September 22, 2014
by admin

Trust is knowing that when a team member does push you, they’re doing it because they care about the team. – Patrick Lencioni

Trust is an essential component of any team dynamic. How trust is communicated is important. Knowing that your fellow team members have your back is reassuring. That they know you have theirs is critical. But sometimes a push is needed to send a message that you not only have their back but you believe in what they can become. Pushing others is not so much about being there to catch them when they fall but to help move them forward. Being pushed stirs us out of our comfort zones and tends to be unsettling at times. But we all need a push now and then. Trust is built through consistency and tested over time by our actions. When your team members trust you then they can see the push for what it is and the good it can accomplish. Trust enough to care, care enough to push.

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The 4 Stages of the Company Critic

Posted September 19, 2014
by admin

Be grateful for what you have and stop complaining – it bores everybody else, does you no good, and doesn’t solve any problems. – Zig Ziglar

A guide at Blarney Castle in Ireland was explaining to some visitors that his job was not always as pleasant as it seemed. He told them about a group of disgruntled tourists he had taken to the castle earlier in the week.

“These people were complaining about everything,” he said. “They didn’t like the weather, the food, their hotel accommodations, the prices, everything. Then to top it off, when we arrived at the castle, we found that the area around the Blarney Stone was roped off. Workmen were making some kind of repairs.” “This is the last straw!” exclaimed one lady who seemed to be the chief faultfinder in the group. “I’ve come all this way, and now I can’t even kiss the Blarney Stone.”

“Well, you know,” the guide said, “according to legend, if you kiss someone who has kissed the stone, it’s the same as kissing the stone itself.” “And I suppose you’ve kissed the stone,” said the exasperated lady. “Better than that.” replied the guide. “I’ve sat on it.”

Moaners, groaners, and complainers – you know exactly who I am speaking of and no doubt already have them identified. These are the ones in your organization who just can’t help themselves – they tend to complain about everything.

Recent surveys (http://bit.ly/1o4sJ0u) indicate that negativity is on the rise in the workplace. According to Jim Harter, Gallup’s chief scientist for workplace management 18 percent of U.S. employees are actively disengaged and will complain about their companies. Knowing the stages of company critics is a must for leaders who desire to improve employee relations and maintain a healthy culture. Helpful to you as a leader is to know where your people fit into each category. Here are the four stages for your consideration.

The resistant critic

The resistant critic is the one who for no other reason than just to be antagonistic is against most every new idea and tends to be the resident complainer –in- chief. The resistant critic is locked into a predisposed mindset that makes it difficult to welcome new ideas, sees progressive ideas and people as threats, and will be the last to sign off (if at all) on strategies moving forward.

It will take an extended amount of time to convert the resistant critic and the way forward will not be easy- if achievable at all. The potential value of this person must be weighed against future benefits. If the resistant complainer is too much of a drag on morale and progress then it might be best to cut your losses and move on. In short – proceed with caution.

The reluctant skeptic

Unlike the resistant critic the reluctant skeptic is cautiously engaged. Healthy organizations need these people. By and large they tend to come on board with the mission of the organization but are not certified “yes men” and are not afraid to state the obvious. Reluctant skeptics may have their opinionated ways but for the sake of your future it can be a good thing to hear their voices and pick their brains.

Reluctant skeptics are a careful breed and tend to buy-in to the vision but only after careful deliberation. Arm them with the facts and give them time to process it and they can be your voice of reason. They may be the last to come on board but once they do they can be your strongest allies.

The reasonable participant

The reasonable participants are your tried- and- true loyal troopers. Almost always you can depend on them to be in your corner. While not as vocal in their criticisms as their above mentioned counterparts their voices tends to offer support first while working out the flaws later. The reasonable participant is the backbone of your organization and seldom seeks to rock the boat.

The reasonable participants are your influencers. They are the ones who can come alongside the skeptics and critics and elevate the dialogue and keep morale strong. Important for you as a leader is to never take these team members or their loyalty for granted.

The responsible performer

Ultimately, this is the outcome you are striving for in your organization- people who are engaged, producing, and performing at their best. Chances are you know where most of them fit. Moving people in your organization to this stage will take time, effort, and the best uses of your leadership skills. When each team member is now a responsible performer then your organizational culture is performing as it should.

Knowing the direction that your company critics are moving is important. As a leader it’s upon you to show the way.

What do you say?

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Leadership Minute: Are You Adding or Subtracting?

Posted September 17, 2014
by admin

No matter what level of the company you’re on, you have a choice about what you will contribute to the culture. – Bill Hybels

When it comes to your participation in your organizational structure are you adding to it or subtracting from it? Each day at your place of business you are either the face of everything that is good and right about your business or you are a good bad example. Your organizational structure is only as good and right and productive as each person in it. Some days are tough. I get it. There are some days and some people that just rub you the wrong way. I understand. The boss may be a jerk and there may be days you feel you are carrying the load by yourself. It happens. But at the end of the day your presence, your attitude, and your work ethic is a contribution for the good of your company’s culture or it’s taking away from it. The choice is yours. Let your contributions be an example others will choose to follow.

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Leadership Minute: Courage to Lead

Posted September 10, 2014
by admin

You will never do anything is this world without courage. It is the greatest quality of the mind next to honor. – Aristotle

When it comes to the naming of essential leadership traits, courage ranks high on the list. Courage is what it takes to stand by your values and convictions even if it means standing alone. Courage is what inspires you to act when all other indicators say it’s not a good idea. Courage is telling people what they need to hear and not just what they want to hear. Being courageous may not always be popular but it is essential. The confidence that springs from being courageous is the product of being careful. Courageous leadership comes about by being confident, considerate, and is never about being arrogant. The fuel that drives courageous leaders is not ego but humility. You need courage to lead. Courage is your secret weapon and with it you can go far. Let it be your silent partner and give you strength. The world needs courageous leaders like you.

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Connecting Your Organizational Dots and Why It Matters

Posted September 6, 2014
by admin

The achievements of an organization are the results of the combined effort of each individual. – Vince Lombardi

In a Peanuts cartoon Lucy demanded that Linus change TV channels, threatening him with her fist if he didn’t. “What makes you think you can walk right in here and take over?” asks Linus. “These five fingers,” says Lucy. “Individually they’re nothing but when I curl them together like this into a single unit, they form a weapon that is terrible to behold.” “Which channel do you want?” asks Linus. Turning away, he looks at his fingers and says, “Why can’t you guys get organized like that?”

Connecting the organizational dots is imperative if you want your business or organization to succeed. If your people are in the dark as to their understanding of your organizational goals then their buy-in to the mission (providing they know it) will be lacking. If you don’t think being engaged and connected with your employees doesn’t matter – think again.

According to Gallup’s 2013 State of the American Workplace report,( http://ti.me/Wq0C4n) 30 percent of U.S. employees are “engaged” at work (enthusiastic about, and committed to their work and contribute to their organization in a positive manner). Gallup adds, “The rest of us are ‘emotionally disconnected’ for our workplaces, making us much less likely to be productive.” Is this an accurate reflection of your workplace? Gallup says “fifty-two percent of employees say they have basically “checked out” at work, and 18 percent say they are so unhappy they’re actually acting out their unhappiness in the workplace. What’s worse, “Every day, these workers undermine what their engaged coworkers accomplish,” the report says.

One of the essential functions for you as a leader is to help your people get connected with the mission of your organization. You are helping them pack for a journey of a lifetime. Before they embark on the trip here are four things they will need from you.

A destination

I enjoy travelling. Before departing for any new destination I will research all that I can and decide what I’d like to see and do once I get there. It builds up anticipation for the trip and helps to alleviate any potential surprises.

Essential to the success of your team is knowledge of your organizational identity. People will not buy-in to what they do not know or believe in. It is imperative for you as the leader to share your goals, vision, and mission. People want to know where they are going and a sense of what the future will look like. The first step to being connected to your mission and vision is to know where you are going.

A passport

A passport gives you access to where you want to go. It gives you the freedom to move about and enjoy new and exciting places, cultures, foods, and much more. In the same manner, your people need a passport in order to move about with the empowerment they need to do their work.

When your people have the clearance and access to move about freely to perform their jobs the possibilities are limitless as to what they can achieve. When restrictions are removed that would hold them back they can go farther, be more productive, and ultimately be more successful. Connected people are empowered people. Turn them loose and let them flourish.

A map

“If you don’t know where you are going,” Yogi Berra said, “you might end up going someplace else.” If you don’t know where you are going your people will be disconcerted or looking for the next exit. One of the greatest benefits to being connected with your mission and vision is that it keeps everyone grounded and on the right path. It lends itself to accountability.

Your map is your guide for the future- it is your business plan, your strategic plan; call it what you will- but you need one. A useful feature of the map is that it shows the intersections and how all the roads connect. Your people need to know the importance of being connected to one another. They need to know how what they do affects their colleague down the hall, the customers who come through the door, and ultimately your bottom line. Everyone must be moving not just in the right direction, but must be moving in harmony with one another.

A guide

As a leader you must make the case for the destination. You must sell the vision and get the buy-in from those who would travel with you. You must empower your people and give them their passports – the tools they will need for the journey. You have to map out the vision – break it down so that everyone knows their role and build a culture of cooperation so no one gets lost and everyone arrives at the destination together.

John Maxwell was right when he said, “A leader is the one who knows the way, goes the way, and shows the way.” As the leader, you are the guide. It’s time to get connected and show the way.

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Leadership Minute: Live Fearlessly

Posted September 3, 2014
by admin

I have a lot of things to prove to myself. One is that I can live my life fearlessly. – Oprah Winfrey

Leadership is not for the faint of heart. And if you are going to live your life fearlessly then there are some choices you are going to have to make. The life of a leader is not characterized by avoiding fearful things or circumstances. It is however; living in the presence of fear without being afraid. It’s about choosing not to allow those fears to hold you back or control you. Living fearlessly is having a greater confidence in your faith and abilities than any threat that fear can pose. To be sure, fear is a motivator. As a leader it will push you to achieve and overcome seemingly great obstacles, or it will paralyze you. Living fearlessly is not the absence of fear but is the stronger belief that you are equipped to handle anything that comes your way. Are you living fearlessly?

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Leadership Minute: Taking the Journey

Posted August 25, 2014
by admin

Leadership is all about taking people on a journey. The challenge is that most of the time, we are asking people to follow us to places we ourselves have never been. – Andy Stanley

Intuitively we know that leadership is a journey. So much of where we go as leaders is a journey of the heart as much as it is the head. But when you invite other people to take the journey with you it changes things. If as a leader you have no idea as to where you are going then convincing others to follow will be a more difficult proposition. Knowing where you are going and why you are going there are two critical fundamentals for any follower. People will follow a leader who can confidently articulate a vision, but it’s incomplete information. The follower must know why taking the journey matters to them and what their involvement will be. As a leader you have to make the case for the journey, lead with authority, and communicate with clarity.

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3 Things You Can Learn From Constructive Critics

Posted August 23, 2014
by admin

To avoid criticism do nothing, say nothing, be nothing – Elbert Hubbard

A story is told of Winston Churchill who exemplified integrity and respect in the face of opposition. During his last year in office, he attended an official ceremony. Several rows behind him two gentlemen began whispering. “That’s Winston Churchill.” “They say he is getting senile.” “They say he should step aside and leave the running of the nation to more dynamic and capable men.” When the ceremony was over, Churchill turned to the men and said, “Gentlemen, they also say he is deaf!”

As a leader you will have your critics. It comes with the territory. While many are quick to tell you to not to listen to your critics and to disregard them, I will tell you – not so fast. Not all criticism is fatal just as all praise is not flattering. You must look at the motive.

To be sure, there will be critics who for no other reason than jealousy will oppose you and try to stand in your way while you are achieving your goals and dreams. If their motives are to harm you and not to help you, then yes, you need to ignore them. They are not running your race and they will not be a part of your destiny. Don’t worry about them.

But once in a while a constructive critic comes along whose motives are right and if you are receptive you can benefit from them. Leaders are not above correction and there is always room for improvement. What can you learn from your constructive critics? Plenty. Here are three specific things that might be helpful.

How to develop a thick skin

The sooner you develop a thick skin the better. As a leader you are exposed to a higher than normal amount of criticism from all sides. The decision you make today may anger one group in your office, while a decision tomorrow will have the opposite effect.

It’s easy for people to criticize decision makers when they don’t have to live with the responsibility of the decision. But the criticisms can still sting nonetheless. Developing a thick skin as a leader is a necessity for your longevity. It’s a way of life for you as a leader so get used to it.

Why perceptions matter

Most people’s opinion of you as a leader is based in part on perceptions. Some people’s perceptions may be positive while for others it’s negative. Many factors can contribute to this viewpoint. A person with frequent interaction with you will see your leadership style one way, while a person with limited exposure will see it another. The question is: are you aware of the perceptions others have of you?

You want to give the perception that you are approachable, likable, competent, and that you have your people’s best interest at heart. And if you will allow them, your critics will let you know how you are doing. Though they may be few in number; keep your constructive critics close. In the end they will be more valuable to you than a room full of “yes people” ever will.

How you can improve

Leaders need constructive critics. They will give perspective that you may be lacking, insights you need to know, and will stand with you when times are tough. As a leader there is always room for improvement. You never stop learning. But how can you improve when you have blind spots that are not being brought to your attention?

Your growth and development as a leader is proportional to your desire and ability to learn. It’s a process that involves many components that are traditional in nature but also those that are very personal. It’s one thing to shrug off and dismiss a critic who has no interest in your success. But your best learning will occur when you ask for constructive critics who share in your success and will give you honest feedback.

Final thoughts

As a leader it’s important to differentiate between the critics who oppose you out of their own insecurity, jealousy, or ulterior motives and those who are your constructive critics. It’s not too hard to figure out. One group will stab you in the back while the other group will have your back and support you. One group will stand with you through thick and thin, the other group will cut and run – you get the picture.

Your responsibility as a leader is to discern between the two and align yourself with the right people. Your success as a leader will occur when you are not too proud to listen to your constructive critics and smart enough to ignore the others.

What do you say?

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Leadership Minute: The Right Path

Posted July 31, 2014
by admin

Sometimes the right path is not the easiest one. – Grandmother Willow, Pocahontas

Not all of your decisions as a leader will be easy. Sometimes in making the right decision you are making the harder one. The unintended consequences of the right decision can cause you to question if it was the right choice. Understand this; while there is great fulfillment in leadership it often comes at a price. Doing the right thing is the result of living the right way. When choosing which path to take don’t always look for the easy one. Not every path will be hard and not every choice will be difficult. In the end, what matters is that you are willing to make that choice. At the end of the day the question is not whether you made the hard choice or the easy choice but whether you made the right choice. Regardless of the outcome let the decisions you make and the paths you walk be driven by what’s right; not what’s easy.

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