Management Techniques – Doug Dickerson on Leadership

When Leaders Are Good Bad Examples

Posted August 25, 2016
by dougdickerson

Example is not the main thing in influencing others. It is the only thing. – Albert Schweitzer

A story is told of when Gen. George C. Marshall took command of the Infantry School at Fort Benning, GA. He found the post in a generally run-down condition. Rather than issue orders for specific improvements, he simply got out his own paintbrushes, lawn equipment, etc., and went to work on his personal quarters. The other officers and men, first on his block, then throughout the post, did the same thing, and Fort Benning was brightened up.

While no one would argue that leadership by example is the best way to lead, unfortunately, we have plenty of leaders who do not. I know the frustration of working with such leaders and the challenges associated with it. It can make life miserable.

Regardless of where your leadership role places you in your organizational structure there are lessons to be learned from bad examples. An article in Inc. magazine (http://on.inc.com/1p5c4Bj) highlighted some common bad boss behaviors. Here are a few of the findings from the Harris poll: My boss doesn’t talk about my life outside of work, my boss won’t talk on the phone (or in person), my boss doesn’t know my name, my boss takes credit for other’s ideas, and they don’t give clear directions.

Can you identify with any of the cited behaviors? What would you add to the list? Regardless, here is a hard truth I learned some time ago- either change your attitude or change your address. I know that can be a tough pill to swallow especially if you feel trapped without a good viable option. It can be demoralizing. So what is a leader like you to do when your leader sets a good bad example?

Be the example your leader is not

Instead of wasting time focusing on everything that is wrong with the leader in your organization that sets a bad example, make it your priority to do what is right. You are only responsible for your actions, attitudes, and behaviors. What expectations do you have for the leader(s) in your organization? Model it. The best leader is the one who knows how to lead himself.

Be part of the solution

The path of least resistance in your organization is to sing along with the chorus of complainers. It requires little. But if you are going to emerge as a leader worthy of respect then take the high road and be part of the solution. It’s easy to find fault. A leader will seek to find solutions. In the end, your leader who is a bad example may continue to be a bad example, but at least you will have a clear conscience that you did the right thing.

Be understanding of their plight

Leadership is hard. John Maxwell was right when he observed, “It’s lonely at the top so you better know why you are there.” Sometimes we judge the actions and/or behaviors of leaders in our organizations with limited information. Do we really know the whole story or are we simply listening to the latest gossip going around the office? With hard work and determination one day it very well could be you in that position so be careful to not let bad karma come back and bite you. Be understanding and reserve judgment. Your leader is human just like you and you may not know the personal struggles that he or she is going through.

Be intentional about your growth

As a developing leader it is important to be intentional about your growth. From bad leaders in my past I’ve learned valuable lessons that served me well later in life. Uppermost I learned how not to treat people. Your time around a good bad example may not serve any other purpose than that, but learn it. Be observant. Take notice of the good bad examples and their leadership styles and the effects it has on the organization. We’d all rather be around good leaders who set good examples. But even a bad example can teach you leadership skills. Pay attention.

Brian Tracy said, “Become the kind of leader that people would follow voluntarily; even if you had no title or position.” That is a goal worthy of emulating. Be the leader people want to follow; not the one they have to follow. Be a good example.

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Talk It Up: Three Conversations That Can Strengthen Your Company Culture

Posted February 17, 2016
by admin

values

Making good decisions is a crucial skill at every level – Peter Drucker

Writing for Talent Management and HR (http://bit.ly/1KWCe2t), John Hollon cites a survey concerning the state of employee engagement. Among his finding that employers need to pay attention to include: More than 54 percent of employees have felt frustrated about work; only 38 percent of workers strongly agree that their manager has established a strong working relationship with them; some forty percent say they don’t get their company’s vision, or worse yet, have never seen it; nearly 67 percent of American workers can name at least one thing that would prevent them from taking any kind of risk at work.

With survey results like the one mentioned above- coupled with all the talk about company culture- it’s safe to say that there is a disconnect between what we want and what we actually have. But does it have to be this way? What steps can be taken to turn it around?

All of the answers and possible solutions will not be covered in this space. But hopefully it will serve as a catalyst for an honest assessment and how to move forward in your own organization. I think it begins with priorities in what we communicate. Here are three ways to make a difference.

Talk up your values

Your organization is only as strong as the values you subscribe to and in the way you practice them. Building a workplace culture on clearly articulated values reinforces your purpose and gives a sense of meaning and buy-in on the part of your people.

In the book, Full Steam Ahead, Ken Blanchard and Jesse Lyn Stoner write, “Values provide broad guidelines on how you should proceed as you pursue your purpose and picture of the future. They need to be clearly described so you know exactly the behaviors that demonstrate that the value is being lived. They need to be consistently acted on, or they are only “good intentions”.”

If your values are not clear, regularly communicated and subscribed to, then your organizational culture is adrift. Talk up your values and keep them before your people. When your people know where they are going- and why- they will show up not out of duty but for a compelling purpose.

Talk up your purpose

Your purpose is your “why”. It’s your heartbeat as a leader. Knowing your “why” gives life and work meaning and direction. The same principle is applicable to your company culture. When your people know the “why” of the organization then they can understand the importance of the role they play in advancing it.

In his book, It’s Not About the Coffee, former Starbucks International President Howard Behar writes, “At Starbucks, I’ve always said we’re not in the coffee business serving people, we’re in the people business serving coffee.” And this is at the heart of knowing your “why” and why that is so important. Do you know the answer to your “why”?

Your people will never rally around and devote themselves to an organization that doesn’t know its “why” and how it relates them and to their future. If you want to build your culture start by talking up your purpose. If you don’t know your “why” then neither do your people.

Talk up your vision

When some forty percent of workers don’t know their company’s vision or have never seen it then it’s time to get real about company culture. So let’s take a moment and get real: As an employee, do you know what your company’s values are? As an employer, when was the last time you communicated your values?

When your organizational values and purposes are clear in the hearts and minds of your people then they will naturally gravitate to your vision for the future. When team members buy-in to the leadership, and understand the “why”, then they will begin to look at their role in a different way.

Talking up values is not a one-time proposition or something to tuck away in a discarded employee manual. As Blanchard and Stoner state, “Visioning is an ongoing process; you need to keep it talking about it.”

The challenges of building a healthy company culture are real and ever-evolving. It takes a leader with insight, a teachable attitude, and a willingness to improve on all levels to make it work. By talking up your values, your purpose, and your vision, you can instill in your people a greater understanding of where they are, why they are there, and where they are going.

Talk it up!

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

Posted February 19, 2015
by admin

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

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

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

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

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

It’s not fair

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

Finger pointing

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

It’s Not My Job

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

Feeling Powerless

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

Denying Responsibility

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

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

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

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Reclaiming Morale and Loyalty Within Your Organization

Posted December 16, 2014
by admin

The best morale exists when you never hear the word mentioned. When you hear a lot of talk about it, it’s usually lousy. – Dwight D. Eisenhower

Morale issues in the workplace are as important an issue as ever. Frank I. Fletcher said, “No man can deliver the goods if his heart is heavier than his load.” Many organizations today are facing this leadership challenge: striking a balance between what is economically advantageous for the bottom line versus the best thing for the people who operate the business.

As you consider how to build strong morale within your organization take these three ideas to heart. Building strong morale in many ways is about reclaiming the basics of leadership and making them relevant to your environment. Here are three simple steps to help you begin.

Listen to your people

When those in leadership are proactive about listening to the frontline people who make things happen, morale issues can be addressed before they become major problems.

When you take the initiative and care enough to be out among your people and it helps you to more readily identify with your people, assess their needs, and empower them to achieve. It all begins by listening.

Encourage your people

Encouragement is the fuel that drives your business – it’s an awareness of the sacrifices your employees make because they have bought into the vision and purpose of the company. Encouragement is the expression of your human capital IQ and the sharing of common values with like-minded people who also took a risk by following you.

Encourage your people!

Respect your people

Many variables come into play as it relates to strong or low morale within an organization. Strong leaders who listen to and encourage their people inevitably have strong morale. Strong morale begins with mutual respect for the gifts, talents, and contributions of each team member.

Loyalty is the product of leaders who understand the value of human capital.

How is loyalty working in your organization?

This post is an excerpt from the book, Great Leaders Wanted, which can be purchased by visiting the “Order Doug’s Books” page when you click on the tab above.

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What Will Your People Say When You Move On?

Posted November 14, 2014
by admin

After a real leader has moved on, the people who worked for him or her will always say, “I learned more and did more than I ever thought I could. – Alan M. Webber

A story is told that when Pompeii was destroyed by the eruption of Mt. Vesuvius there were many persons buried in the ruins who were afterwards found in very different positions.

There were some found in deep vaults, as if they had gone there for security. There were some found in lofty chambers. But where did they find the Roman sentinel?

They found him standing at the city gate where he had been placed by the captain, with his hands still grasping the weapon. There, while the earth shook beneath him, there, while the floods of ashes and cinders overwhelmed him, he had stood at his post, and there, after a thousand years, he was found.

The legacy of that soldier standing guard is a testament to his loyalty and sense of duty. In the face of death he did not abandon his post and was a true soldier to the end.

There comes a time when every leader moves on. It may be after many years of faithful and dedicated service to an organization, or it may be after just a short period of time. But the question under consideration is what will be said about you by those who remain. Just like the soldier standing guard at Pompeii, you too will leave a legacy. What do you think the conversation will sound like after you walk out the door? Wouldn’t it be nice to know that this is what they were saying?

“He taught me how to serve”

How nice it would be to know that the people you leave behind will reflect on this attribute of your leadership. Real leaders get this principle and drive home the importance of it routinely – it’s not about you. Your title or position does not make you a leader. It is however, a responsibility given and an opportunity to seize in being a part of something larger than yourself. It’s a leadership principle you have lived by and one that others got to see up close and personal. It stuck. Now you are gone- but not forgotten. A few former colleagues gather around after you are gone and the conversation starts off like this: “Remember the first time he came to us and told us that we were adopting a family during the holidays and…”

“She led with integrity”

At the end of the day your integrity is the most important thing you carry with you out the door. Are the accolades nice? Yes. But you built your legacy as a leader on the premise of integrity. You can walk out the door with your head held high and with no regrets. It was when you modeled integrity on a daily basis that your people knew that they could follow and trust you. When you easily could have cut corners on quality and turned a larger profit, you made the right choice. Whether times were good or times were bad, you always dealt openly, honestly, and fairly with your people. Guess what? They were paying attention. You built your integrity not on promises given but on promises kept. Your word was good. You delivered. And your people will always remember you for it.

“He inspired me to be my best”

There may have been times along the way when your people were mistaken about your high expectations and the way in which you pushed them to become better. They may have considered you to be unreasonable or too tough at the time. But you inspired them to be their best and to reach their full potential because you saw something in them that they didn’t see in themselves – like a diamond in the rough. But you didn’t let up and they rose to the occasion. At some point they bought in to your inspiration and they are the better for it. Wouldn’t you like to hear that conversation? Now, your legacy will live on through them.

“She left too soon”

How fitting it would be to know that when you left it was considered too soon by those who served with you. There’s no shortage of stories with bad endings when the leader leaves and there is a sigh of relief- but not so with you. Why? It’s because you were a real leader who walked among your people, built relationships, served with humility, led by example, insisted on excellence, and gave it your all.

When you leave it can be a cause for celebration or it can be a time of passing the torch to the leaders you have raised up. What your people will say about you is being decided by how you lead them today. What will they say when you leave?

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Three Things to Know…About Jerks at Work

Posted November 11, 2014
by admin

We don’t devote enough scientific research to finding a cure for jerks. – Bill Watterson

Whose face comes to mind when you hear the word “jerk”? Not much hesitation there was it? Identifying jerks is not hard – so what do you need to know?

Jerks are everywhere. Your organization does not have a monopoly on the number of jerks it has working in it. Every organization has their fair share of them so don’t think you are unique because you have more than one.
Jerks procreate. Most of the jerks I know have it in their DNA to be that way. Here are a few questions to consider: Do the contributions of the jerk(s) make it more or less feasible to overlook their obnoxious behaviors? At what point do they become more of a liability rather than an asset? Is your organization a jerk magnet, and if so, why?
Jerks will have their day. Whether it’s in the form of bullying or some other type of intolerable workplace behavior –it’s just a matter of time before the jerks meet with enough resistance to change or move on, or be brought down by their own actions. Best advice here? Be patient.

A few final takeaways…

Stay above the fray. Don’t be drawn in by the behaviors of the jerk(s) regardless of their following.
Keep your attitude right. It’s not easy dealing with the jerks and it can be very frustrating especially when you think nothing is being done about it. Regardless, keep your heart right. Don’t let the jerks drag you down!
Set the right example. Let others (and the jerk) know that there is a better way to conduct yourself. When you treat people with dignity and respect and know how to mind your manners you are setting the right tone. Show the better way to lead.

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Leadership Minute: Fluffy People

Posted November 2, 2014
by admin

If the person you are talking to doesn’t appear to be listening, be patient. It may simply be that he has a small piece of fluff in his ear. – A.A. Milne, Winnie the Pooh

Winnie the Pooh puts a kind spin on some of the people you will deal with as a leader. You know the type. They seemingly go through the motions of listening but deep down you know they have fluff in their ears. As a leader communication is important. What you say, how you say it, and making sure the message gets through is essential to your success. If you are like me at times, patience is not your best virtue, so you don’t like to waste time repeating yourself. There are times when it’s not the message or the recipient that’s at fault – it’s the timing. Make sure that your communication is carefully planned so as to maximize delivery and increase reception. Remember, communication is a two-way street and not everyone is be tuning you out, so don’t blame it on the fluff.

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Building Bridges and Tearing Down Walls

Posted October 24, 2014
by admin

Management is about arranging and telling. Leadership is about nurturing and enhancing. – Tom Peters

The Great Wall of China was built over hundreds of years to keep China’s northern enemies from invading. The Great Wall is so wide that chariots could ride across the top. It is one of the few manmade objects that astronauts can see from space as they look back on the earth.

But the Great Wall did not keep the enemy out. Do you know why? All the enemy had to do was bribe a gatekeeper. Despite the massive wall, there was an enemy on the inside that let the enemy on the outside in.

One of your most important responsibilities you have as a leader is to grow your corporate culture in a way that benefits everyone. But what happens when office gossip, professional jealousy, and turf wars build walls that place your company at risk? What is the fallout when walls go up and camaraderie is a faint memory of the past? Here are four critical areas that are impacted in your organization if walls are built or allowed to remain.

Loss of trust

The first line of defense for you as a leader as it relates to your corporate culture is the establishment of trust. When walls go up among your people trust is one of the first casualties along with it. Trust among your team is essential to your operation. If it doesn’t exist internally it’s going to be hard to nurture and develop it externally.

Trust is the foundation of your corporate culture. If there is no trust among the members of your team then your team is simply going through the motions. Trust is built when the walls come down and your people learn to work in harmony with one another. When they see each other as allies and advocates rather than adversaries then you trust can be established.

Lack of communication

When there is no trust then communication is going to suffer. If information is being withheld and secrets are kept, then good corporate culture is lacking. Walls keep people apart and when this occurs then the life blood of your company is missing. Everything rises and falls on trust and communication.

Consider for a moment how different things in your organization would be if there were not impediments to communication. Good communication can be a challenge in the best of times when there are no walls much less when they do exist. Communication in your organization will exist and thrive when you bring people together and make it a priority.

Lack of collaboration

Whatever the cause for the walls that exist – clicks, territorial disputes, petty office politics, etc. one thing is certain – relationships suffer. A strong work environment and the collaborative process are dependent upon good relationships – the very thing the walls have destroyed.

A healthy collaborative process can be very beneficial. When team members come together and check their baggage and their egos at the door, it can make a huge difference in the productivity of the organization. But this can’t happen within the confines of walls that are far too often supported by pride. When team members see their differences as strengths and their diversity as an advantage then collaboration can thrive.

Lack of credibility

Walls can be detrimental to any organization and every leader faces the challenge of how to deal with the underlying issues that lend itself to their creation. It’s a frustrating process and I understand the challenge it presents.

But the credibility of your organizational structure is on the line when walls of division that lead to a lack of trust, communication, and collaboration are allowed to linger. Chances are it’s only one or two disgruntled people who are the chief antagonists giving you this headache. But nonetheless, walls are being built because well-meaning team members may know of no other way to deal with it.

As a leader you must be proactive in the implementation and development of your corporate culture. It’s not an auto-pilot feature that you can turn on and then ignore as you move on to other issues. As a leader the best things you can do is learn how to build more bridges and tear down a lot of more walls.

What do you say?

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Leadership Minute: Don’t Be Afraid

Posted October 16, 2014
by admin

I am not afraid of storms for I am learning how to sail my ship. – Louisa May Alcott

One of the certainties of leadership is the existence of storms. Storms come to every leader. Some are self-inflicted while others come from outside forces. Nonetheless, storms come. But storms, like other life events, are times not just of testing but are times for learning. A storm is not a waste of time if you learn from it. What storm are you facing? What conflict are you going through? What employee is giving you fits? What problem is giving you stress? Just remember as you are going through the storm you are learning to sail. You are earning your leadership stripes. No storm is pleasant to go through and at times you may question your ability to lead. But don’t despair. There is a reason for the storm and a greater purpose for you to understand. Be assured of this – when you cast aside your fears and face the storms that come your way, you will be a stronger leader in the end. Don’t be afraid.

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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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