Management Principles – Page 5 – Doug Dickerson on Leadership

Ten Things Every Leader Should Always Teach

Tell me and I forget. Teach me and I remember. Involve me and I learn. – Benjamin Franklin

At school one day a little boy was asked what he was thankful for. The boy replied, “My glasses.” “That’s good,” said the teacher, “they help you see better.”

“No,” responded the child, “I’m thankful for my glasses because they keep the other boys from hitting and fighting with me and the girls from kissing me.”

While perhaps not the reason the teacher had expected to hear, the little boy made his point. As leaders we’ve all benefited from good teachers that have shaped our lives. As a leader you are now in that role and the life lessons you share are just as important.

John Maxwell said, “A leader is one who knows the way, goes the way, and shows the way.” This is one of your functions as a leader. While it may not be in a formal classroom setting it is teaching nonetheless and the lessons are important. Here are ten lessons every leader should always be teaching. It’s not an exhaustive list but these are essential.

How to give praise.

Just as students tend to respond better to praise the same holds true with your team members. When the people in your business or organization receive praise and encouragement from you they come away with the sense that you have their backs. Give them praise and give it generously.

How to listen.

This is one of the most important skills that you will develop as a leader. Many leaders like to talk but you will be a more effective leader when you learn to listen and hear what others have to say. From what you learn you can make better and more informed decisions.

How to say no.

While listening may be one of the most important things to teach saying no will be one of the hardest. Many good ideas from well-meaning people will come across your desk. Be it the timing, the budget, or some other factor, sometimes the answer is no. How you say no is important. Take the time to explain why.

How to work hard.

Your team members will learn more from your example than by your words. If you want them to work hard then they need to see you work hard. Leadership by example is not just a cliché it is real and practical. When they see that you have skin and sweat in the game they will join you.

How to let things go.

As a leader you will face many challenges and many frustrations. People get on your nerves and rub you the wrong way. You have pressures, deadlines, and disappointments. Teach your team how to let things go and not get so stressed out over every little obstacle that comes your way. Not everything you set out to do is always going to go according to plan. But that’s okay. Let it go.

How to confront.

This is one of the least favorite things a leader has to do. We’d much rather be giving out praise. But there are those times as a leader when you must confront others for whatever reason. How you confront needs to be a teachable moment that shows how to be firm, how to be fair, and that you have accountability measures in place that you are not afraid to enforce. How you do it is just as important as why you do it.

How to say thank you.

This one simple act can make a world of difference. Why it’s hard at times for leaders to do I am not sure. But if you want to see the atmosphere in your office or organization improve then take the time to thank those around you for all of their hard work. And while you are at it – make it personal. Hand-written notes are especially nice.

How to forgive.

Hang around in leadership long enough and you will understand the power of forgiveness. You will learn about the necessity of giving it and receiving it. The point is simply this – life is too short to hold grudges and hold on to resentments. Forgive others and move on.

How to set priorities.

Jim Rohn said, “Either you run the day or the day runs you.” People in your organization need to see that you have a set of priorities that you live by – family, faith, work etc. You teach priorities by your routines and time management. What’s important to you is given priority. It’s that simple.

How to delegate.

Delegation is the key to your success and that involves everyone in the process. Delegation is not just by divvying up work for the sake of having something to do. It’s about matching the right people with the right skills to maximize productivity and results. You were not meant to do it all by yourself. Delegate your way to success.

What do you say?

I welcome your feedback:

1. What lesson stood out to you the most? Why?

2. What lessons would you add to this list?

3. What are some practical ways you can begin to implement some of these lessons right away?

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Leadership Minute: Happy Trails to You

Some of the best views are found at the end of the most challenging trails. – Mark Sanborn

The trails for leaders are seldom easy. They can be hard and treacherous. Sometimes you will walk alone when others take the path of least resistance. After all, if being a leader was so easy everyone would be one. But if you will stay focused, committed, and disciplined you will reap the rewards others only dream about. Don’t worry when the trail seems too hard or too long. You are not where you are by accident. Have faith that you are the right person, in the right place, doing exactly what you were destined to do. At the end of the trail your view will be uniquely yours and all of the sacrifices made along the way will be worth it. Happy trails!

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Leadership Minute: Value Added Leaders

Few things will increase the credibility of leaders more than adding value to the people around them. – John Maxwell

Adding value to the people around you is one of the privileges of leadership. But value can only be added where respect is given. It’s easy to add value to those we like and are friends with. But what about that difficult person whom you had rather avoid? Until we begin to recognize and give value to everyone regardless of how difficult it may be we are marginalizing our credibility. There is good to be found in everyone and everyone needs to be lifted up. Look for tangible ways to add value to the people around you and watch your credibility rise. Don’t withhold that compliment, that affirmation, or that word of encouragement. Your one word of encouragement could be all it takes to turn things around for a struggling friend. Be a leader of added value.

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Five Signs You Might Be a Jealous Leader

The jealous are troublesome to others and a torment to themselves. – William Penn

From Moody’s Anecdotes comes a fable of an eagle which could out fly another, and the other didn’t like it. The latter saw a sportsman one day and said to him, “I wish you would bring down that eagle.”

The sportsman replied that he would if he only had some feathers to put into the arrow. So the eagle pulled one out of his wing. The arrow was shot, but it didn’t quite reach the rival eagle; it was flying too high. The envious eagle pulled out more feathers, and kept pulling them out until he lost so many that he couldn’t fly, and the sportsman turned around and killed him.

The moral of the story is not lost on good leaders and it serves as a good reminder about being a good sport. How you interact with your colleagues in your place of business or organization is essential to your success.

John D. Rockefeller said, “Good leadership consists of showing average people how to do the work of superior people.” It’s also showing that you can celebrate the successes and hard work of those around you without being jealous. Are you a jealous leader? It’s time for some honest soul searching. Here are five signs that might indicate you have a jealous streak.

You can’t be happy for someone else’s success.

When you find it hard to celebrate a colleague’s success this could be a red flag for you. It could be that you are resentful that they achieved a particular success that you haven’t or they attained it sooner than you did. It would be good to try and identify the root cause of these feelings and see if you can come clean about why you feel this way. A good leader should be out front celebrating the successes of his team because when one wins the whole team wins.

You have misplaced fears about your colleagues.

Jealousy has a way of elevating fears and suspicions. It causes you to buy in to the notion that everyone is against you and it causes you to question other people’s motives. This is a horrible posture for a leader. It renders your leadership ineffective and will ultimately cause more harm than good. Morale will be undercut. As a leader it is imperative to lead from a position of trust and loyalty. Misplaced fears will destroy both. The answer here is to step up communication and build solid relationships.

You are vindictive and a gossip.

Personal jealousy is one thing but professional jealousy can be devastating. Unfortunately, office politics is an issue that far too many have to contend with. A vindictive leader who uses his or her position to undermine the efforts, work, or reputation of another is certainly behaving like a jealous leader. To keep this type of jealousy from taking root is to put forth a shared vision and by exploiting the skills, talents, and resources of every team member. When a leader is elevating team members instead of tearing them down everyone wins.

You resent other people’s popularity.

This strikes a chord on a personal level for many leaders. After all, who doesn’t like to be liked? So when a colleague happens to stand out because of their magnetic personality it can touch a nerve with a jealous leader. A jealous leader wants to be the center of attention and is resentful of the competition and having to share the limelight. But leadership is not a popularity contest and shouldn’t be made one. A smart leader is content to let others shine and can appreciate all personalities that comprise his team.

You are possessive of information and resources others need to succeed.

The ultimate act of jealousy in your workplace or organization is exhibited by the leader who acts in vindictive ways against his or her people. It’s done by omission as much as it’s done by commission. It’s done by withholding information and resources that can cause them to move ahead and succeed. It’s the pulling out of the feathers like the jealous eagle and in the long run is a self-inflicting wound from which there is no recovery.

Be the type of leader that rises above jealousy to celebrate the achievements of those around you. Build a culture of trust and respect. Be comfortable in your own skin and delight in the success of your people. Life is too short to be so little.

What do you say?

I invite your feedback!

1. How have you seen the effects of jealousy in your place of work?

2. Have you identified any hot buttons of jealousy you need to work on?

3. What are some first steps you can take to keep jealousy from hurting your influence as a leader?

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Leadership Minute: What’s Your Risk Factor?

If you are not willing to risk the unusual, you will have to settle for the ordinary. – Jim Rohn

Your growth as a leader involves many variables. Primarily it’s hard work. There’s just no way to avoid it to get where you want to go. Other variables will include some good breaks, making the right contacts, and just a relentless pursuit of your dream with passion. But there is one other factor you must not forget about; risk. Many people don’t have a high tolerance for risk. They had rather play it safe and choose predictable paths. There’s nothing necessarily wrong with that approach but sometimes you have to take steps of faith not knowing where the path might lead. Let me encourage you today to follow your dreams and when necessary be willing to take a risk on your future. Be confident in your abilities and trust your instincts.

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Four Ways to Build a Culture of Courage

Only those who risk going too far can possibly find out how far one can go. – T.S. Eliot

Author Leo Buscaglia tells this story of his mother and their ‘misery dinner.” It was the night after his father came home and said it looked as if he would have to go into bankruptcy because his partner had absconded with the firm’s funds. His mother went out and sold some jewelry to buy food for a sumptuous feast. Other members of the family scolded her for it. But she told them that “the time for joy is now, when we need it most, not next week.” Her courageous act rallied the family.

Courage is an essential leadership skill. It inspires confidence and promotes a healthy work environment. The lack of courage in a leader can have devastating consequences. Forbes contributor Glen Llopes wrote a column entitled 7 Reasons Why Employees Don’t Trust Their Leaders (http://onforb.es/J72Xej). He cites the lack of courage as the number one reason. Llopes adds, “Leaders who don’t stand up for what they believe in are difficult to respect and trust.”

If you were to assess your courage quotient as leader how would you measure up? Are you instilling courage in your organization or by default are you promoting a culture of weakness? Here are four questions to reflect on as you consider how well you promote a culture of courage.

Do your words project courage?

How you speak to your organization is just as important as what you speak. If your words don’t inspire confidence then it will be hard for your team to believe your words. If you want to instill confidence then you must speak with confidence. To do anything less is sending the wrong signal. But make no mistake; what you believe and what you communicate to your team forms the basis of belief from which they will work, produce, and deliver. Courageous words will inspire tremendous results.

Do your actions reflect courage?

Your words and your actions are key indicators as to your own courage quotient and will be reflected throughout your organization. If you have low expectations in your team’s ability to reach their goals then it will be hard for them to overcome that negative perception. If on the other hand you speak courage and act with courage it will be the signal your team needs to go above and beyond and deliver. If you want your team to be courageous then you need to model courageous leadership.

Do your policies and procedures promote courageous behavior?

There can be times when your words and actions may bend toward courageous behavior but it’s being held up by obstructing policies. As a leader it’s your responsibility to make sure that your team’s courageous culture is not being choked out by restrictive procedures that kill creativity and their ability to get the job done. Review it. Change it. Streamline it. Do whatever is necessary to make sure that a courageous culture thrives.

Do you have courageous goals and dreams?

The question here is important because we tend to think we are courageous when we are pushing for goals and dreams from the confines of our comfort zones. Anyone can be courageous while promoting a small dreams or idea. But how courageous are you when it comes to goals and dreams that scare you to death because they seem too big, too costly, or beyond your ability to achieve?

I’d like to encourage you to speak new life into old dreams and dare to speak with the same authority and passion to those larger-than-life sized dreams as you do to the ones you know you can easily achieve. Don’t allow what scares you to keep you from what inspires you. Be courageous and inspire courage!

What do you say?

I invite your feedback!

1. How can you inspire or promote more courageous attitudes in your workplace?

2. What changes in your mindset do you need to overcome to be more courageous?

3. What wrong attitude or belief is holding you back and keeping you from achieving your goals and dreams?

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Five Questions Every Leader Must Answer About Change

Change the changeable, accept the unchangeable, and remove yourself from the unacceptable. – Denis Waitley

The story is told of Karl Benz, who in 1866 drove his first automobile through the streets of Munich, Germany. He named his car the Mercedes Benz, after his daughter Mercedes. The machine angered the citizens, because it was noisy and scared the children and horses.

Pressured by the citizens, the local officials immediately established a speed limit for “horseless carriages” of 3.5 miles per hour in the city limits and 7 miles per hour outside the city limits. Benz knew he could never develop a market for his car and compete against horses if he had to creep along at those speeds, so he invited the mayor of the town for a ride.

The mayor accepted. Benz then arranged for a milkman to park his horse and wagon on a certain street, and, as Benz and the mayor drove by, to whip up his horse and pass them—and as he did so to give the German equivalent of the Bronx cheer. The plan worked. He mayor was furious and demanded that Benz overtake the milk wagon. Benz apologized but said that because of the ridiculous speed law he was not permitted to go any faster. Very soon after that the law was changed.

We all know that change can be hard to implement. One of the most challenging things you will do as a leader is to lead others through changes. It’s been widely written about and will continue to be a hot-button topic for leaders for years to come. Many oppose change because it leads them out of their comfort zones and because it’s something new. Others oppose change because of perceived risks. We know that life is full of risks and can never be fully eliminated. Sometimes you have to walk by faith. If you want to grow you have to change.

But I’d like to explore the other side of the coin with you. What about those times when change is not for the best? How do you know if it’s the right thing to do or not? Here are five questions to help guide you through the decision-making process.

Does the change compromise your core values?

Your core values are a reflection of who you are and every decision your organization makes flows out of these values. If the change you are considering in any ways compromises your values then change would not be advisable. If on the other hand they support and strengthen those values then proceed.

Does the change compromise your integrity?

At the end of the day your core values and integrity are the two most essential things you have that drive your business and the way in which you do it. If the proposed change you are considering compromises your integrity then the answer is a no-brainer. Don’t do it.

Does the change add value or subtract value?

Your success has been tied in large part to the value and service you have provided to others. If this change idea you have is going to subtract value in any way to your employees or to those you serve then perhaps it’s not the best change decision. Is there not a better way to move forward?

Does the change pass the smell test?

What is the underlying motivation for making this proposed change? Is it primarily a political one? Has it been hastily presented? These can be and usually are red flags that should not be overlooked. If it does not pass the smell test then chances are then the change idea is not a good idea.

Does the change inspire and call forth the best from your team?

Not all change is welcomed nor is it easy to execute. But you will know it is right when the enthusiasm of the buy-in far exceeds the negativity of the change. When your team has been inspired, challenged, and embraces this change then you know you have made a good decision. If the opposite is true then you may want to pivot and consider other options.

It was George Bernard Shaw who said, “Progress is impossible without change, and those who cannot change their minds cannot change anything.” Welcome change, embrace change, and desire change. But at the end of the day, make sure it’s the right change.

What do you say?

* This is a “Best Of” column that was originally posted in 2013. I will be out of the country April 6-11 on a trip to Costa Rica. The “Leadership Minute” columns will return when I get back!

I invite your feedback!

1. What is your greatest struggle with change?

2. What are two or three action steps you can take today to foster positive changes in your life?

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Leadership Minute: Have Fun

Posted March 28, 2014
by admin
3 Comments on Leadership Minute: Have Fun

Fun is good. – Dr. Seuss

For all of the important and serious things that occupy a leaders day one thing worth mentioning is the need for fun. The price of leadership is great responsibility. And yet your temperament as a leader is important. It’s important not just for those around you but for yourself. Are you wound too tight? Would your colleagues agree? The decisions you make are serious but try not to take yourself too serious. Don’t forget to laugh. Remember that the troubles you have today are preparing you for better things tomorrow. Your ability to have fun along the way is just as necessary as any other decision you make. At the end of the day, whether good or bad, let it be said that you find it all most rewarding and fun. Life is just too short for you to be miserable as a leader. Lighten up!

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Leadership Minute: Let It Go!

Posted March 14, 2014
by admin

Don’t sweat the small stuff…and it’s all small stuff. – Richard Carlson

It’s no secret that life can get complicated and we all have our fair share of stress to contend with. Leaders are not exempt. Couple the many daily decisions you make along with your other responsibilities and you can see why it can take a toll. How do you handle the stress? Some of the most stressed people I’ve met over the years are that way because they don’t know how to let things go. Inventory the major stress points in your life right now- which ones are really not your battles? Why are you fighting them? There comes a point in time when you just have to let go of battles that are not yours and reclaim your peace of mind. Simply put: let it go!

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Leadership Minute: Praise For The Front Line Staff

Never underestimate the wisdom and resources of your frontline staff – Lee Cockerell

Staff on the front lines have the initial point of contact with your clientele, are the face of your organization, and create the first impressions that make or break your business. As a leader, you should not just appreciate the service they deliver but see them as extensions of your leadership. As important as this role is, it is equally essential to understand why your front line staff is important to you. They add value by what they see, by what they hear, and what they deliver. They are your go-to team members who deliver for you and your organization time and again. Be sure to honor and thank them for their service. Where would you be without them?

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