team player – Doug Dickerson on Leadership

7 Things You Can Do To Move Your Team Forward

Posted February 4, 2019
by admin

In any team sport, the best teams have consistency and chemistry. – Roger Staubach

In the past few weeks, I have shared a series of articles devoted to helping employees and leaders understand each other better. While it was not a comprehensive list, it does shed light on some of the most common complaints from each respective side.

In case you missed it, allow me to share, without comment, the two lists with you:

7 things you do as a leader that your team can’t stand:

You are out of touch with your people
You don’t communicate values and vision
You don’t have their backs
You don’t call out bad behavior
You don’t empower your people
You don’t easily change
You don’t realize that everything rises and falls on leadership

7 things you do that your leader can’t stand:

You are not a team player
You play politics
You point out problems, provide no solutions
You don’t go above and beyond what’s required
You don’t take risks
You stop growing and learning
You don’t lead yourself well

The respective lists are not meant to pit one side against another. They are, however, meant to create dialogue to help you build bridges that get you talking with each other. So how can leadership and employees be more mindful of each other? Here 7 paths forward.

See yourself for what you are – a team, not combatants

So long as either side reads through the previous lists with a “see, this is how they are screwing things up for us,” attitude- then going forward as a unified team will always be out of reach. If either side sees the other as nothing more than combatants to be conquered then where is the team chemistry you need to go forward and be successful? As long as it’s an “us vs. them” mentality, the path forward will be long and hard. Everything rises and falls on trust. You must protect it at all costs.

Take ownership of your actions

It’s just too easy to point fingers and lay blame at the feet of those you don’t like or get along with. It’s time to get past that and think of what’s best for the team. Is your attitude moving the team forward or holding it back? If not, then before pointing the finger at someone else, look first in the mirror and figure out why. So long as you think it’s all about you then you are hurting more than helping.

Change your perspective

Admittedly, too many leaders are out of touch with what’s going on in their respective organizations. Maybe they’ve lost touch with what it’s like day to day in the trenches. Perhaps those on the front lines don’t truly appreciate the voluminous amount of work that goes unnoticed to keep things operating. Either way, it’s fixable. Both sides should begin moving toward one another and open up better avenues of communication and understanding. When you see what’s going on from the other person’s point of view, things can look a lot different. Do it.

Stake your claim to your culture, pave your path to the future you want

If you had the opportunity to create the ideal culture in which you woke up with anticipation about going and being a part of something greater than yourself, that brought you and your colleagues genuine enjoyment, where everyone rose to the challenge, had each other’s backs, and went the extra mile to get there- what would that look like for you? The future you want begins with the culture you build and everyone must build it together. Click To Tweet

Hold each other accountable

If you are going to move forward as a team, then every area that affects team performance must be held to account. From the bottom line, attitudes, behaviors, culture – everything must be on the table. If it impacts the organization, it must be evaluated for its contribution.

Be willing to pivot

Teams that struggle to move forward do so because at times they’re stuck in the past, people are too attached to defending their own agendas and is otherwise not receptive to new ideas. Click To Tweet The mantra of “this is the way we’ve always done it” is nothing more than a eulogy to your success. Everyone must be willing to abandon business as usual and look for new and innovative ways to move forward. So long as you are unwilling to change you run the risk of being stuck where you are.

Never stop growing leaders

Many things will contribute to the growth of your organization. But everything will rise and fall (to borrow the phrase from John Maxwell) on leadership. It’s as your organization develops leaders and adopts a leadership mindset that you will begin to chip away at all the negatives that each side points to as the reason for the team not moving forward. Raise up, leaders. Develop leaders. Grow your organization.

The consistency and chemistry of your team take hard work, commitment, and resolve. Be all in with your level of commitment and lead with integrity and you will all move forward together.

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What’s Wrong With (Always) Being Right?

Posted May 26, 2017
by dougdickerson

Doing the right thing isn’t always easy-in fact, sometimes, it’s real hard- but just remember that doing the right thing is always right. – David Cottrell

In my many years in leadership, some of the most annoying people I come across are those whom, no matter the circumstance, are always right. They always have a ready excuse, an ‘out’ when things go wrong, it’s never their fault. They are always right. Chances are you’ve met one or two of these people along the way yourself.

Then you have the ‘know it all’ – that one person who’s the in-house ‘expert’ about everything. They would choose an ‘I told you so’ moment over ever admitting they were wrong about anything- even if it adversely affected the organization. (If this type person exists in your organization they are toxic, and you must deal with them).

Here’s the rub- people hate being wrong. I get it. We like to be at our best, do our best, but at the end of the day, we are mere mortals. We screw up. And we don’t know everything. So how do you guard yourself against ever developing this kind of an attitude? Here’s some food for thought.

Acknowledge your limitations

You bring a certain depth of skill and knowledge to your workplace. It’s great that you are highly trained in your area of expertise and contribute to the good of the team. You do your best to add value to your organization.

But a dose of reality is necessary if you desire to be an effective leader. While your expertise can be strong in one area, chances are you are not an ‘expert’ in every area. That’s why you have to listen, collaborate, and tap into the skills of your colleagues and defer to them. A lack of self-awareness on your part doesn’t change what others know and what you fail to admit. You don’t know everything so quit acting like it.

Focus on doing right, not always being right

When you make the shift from always ‘being’ right to ‘doing’ right, it will significantly change your leadership. It will change the way you look at things – and it will actually be a liberating force in your life. The self-imposed pressure of always being right frees you up to do right. It’s a game changer in many regards.

Let’s be real – it’s when you focus on doing right that you will experience growth in your leadership. It’s a mark of maturity. With nothing to prove and no compulsion to always be right, you can now focus on more important things like being a servant leader instead of protecting your ego.

Be humble and teachable

Personal growth and development will rarely happen within the ‘know it all’ or ‘always right’ bubble or mindset. There’s no room for it. Not because there’s nothing more to learn, but because this person believes that he or she is already there. It’s a dangerous mindset to have as a leader.

In Proverbs 19:20, the writer says, “Listen to advice and accept instruction, that you may gain wisdom in the future”. For the sake of your own personal development, and those whom you lead, be teachable and walk humbly. None of us have arrived and there’s a lot of people depending on us to realize it.

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The ‘I’, ‘We’, and ‘You’ of Teamwork

Posted April 27, 2017
by dougdickerson

In order to have a winner, the team must have a feeling of unity; every player must put the team first-ahead of personal glory. – Coach Paul “Bear” Bryant

A team, business, or organization that desires to attain any degree of success must reconcile basic understandings of teamwork with practical application. There is an abundance of information available on the topic. But how do we make it applicable? What attitudes should a leader adopt that will cause people in your organization to buy-in to your leadership and commit themselves to its team environment?

One such approach I discovered is found in a statement attributed on the late Paul “Bear” Bryant, the legendary football coach at the University of Alabama. He said:

“I’m just a plowhand from Arkansas, but I have learned how to hold a team together. How to lift some men up, how to calm down others, until finally, they’ve got one heartbeat together, a team. There are just three things I’d ever say: If anything goes bad, I did it. If anything goes semi-good, then we did it. If anything goes real good, then you did it. That’s all it takes to get people to win football games for you.”

This attitude is a reflection of his coaching and leadership style. Bear Bryant coached football teams for 38 years and in that time he had a 323-85-17 record including 29 bowl game wins. In the interest of full disclosure, I am not an Alabama football fan. I am a proud Tennessee Volunteer. But that aside, Coach Bryant’s insights into teamwork are worth serious consideration. Here are what I call the ‘I’, ‘we,’ and ‘you’ approach to his teamwork model.

I – “If things go bad, I did it.” This approach speaks to his accountability as a leader. Most leaders would prefer to throw themselves into the spotlight rather than under the bus. Leaders who have developed the teamwork mindset knows who deserves the spotlight when things go well and who deserves to catch the spears when they don’t.

Coach Bryant knew that in order for his teams to play at the level of his expectations he had to earn their trust. The same principle applies to you as a leader. You have to earn the trust of your people in order to build a cohesive teamwork environment. This takes a leader knows how to coach his or her people then get out of the way and let them perform.

We – “If anything goes semi-good, then we did it”. This speaks to a balanced approach of how he saw his role as a leader and what amount of credit he felt he ever deserved. If things went reasonably well then it was safe to say “we did it.” If not, then, of course, we know how felt.

Coach Bryant knew that “semi-good” successes were good for morale and are what led to the “one heartbeat” as he described it. The road to National Championships was paved one play, one-quarter, one-half, and one game at a time. It was in the grit and grind of the “semi-good” that his great teams came together. And it was in those moments for the players that the transition from “I” ( look at how great I am, etc.) to “we” transformed them into a team. Coach Bryant was the example the players needed to make that transition.

You – “If anything goes real good, then you did it”. This statement speaks volumes about the heart and character of a great leader. When a team has come together, when they’ve left it all on the field, and together they have won a victory – the leader does not say, “look at what I did”, the true leader says, “you did it”.

“A leader is best,” said Lao Tzu, “when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves”. This is at the core of the leader who sets out to build a team.

Are you developing the heartbeat of a team?

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The ‘Yes Men’ Disconnect and How it Hurts Your Leadership

Posted January 26, 2017
by dougdickerson

Very few big executives want to be surrounded by ‘yes’ men – Burton Bigelow

I heard a somewhat humorous account some years back about the Biblical story of David and Goliath. When the Israelites came up against Goliath all the soldiers thought was, “He’s so big we can never kill him.” When David looked at him he thought, “He’s so big I can’t miss.” It all came down to perspective. And in the end we know, David killed the giant.

One of the blind spots for leaders who have been around a long time in their organization is that they tend to be the ones with the greatest disconnect to what is really happening. And many a good and aspiring leader had rather tell the boss what he or she wants to hear rather than what they need to hear. Sound familiar?

But most credible leaders will tell you that they want the perspective of people they trust. And being a ‘yes man’ is more self-serving than it is helpful. What leaders need to hear is the truth.

But let’s be honest- many find it difficult to speak the truth for fear of negative repercussions, etc. And out of that fear, the truth is sacrificed for the expediency of the moment. As an aspiring leader yourself, what are you to do? Here are a few tips to navigate those treacherous waters.

Build relationships

That you want to speak truth to the leader in your life is noble. But you have to earn that right. And you earn that right not by being “right” all the time but by building a relationship where you earn that person’s trust. Until you recognize this you will always be afraid to speak up.

Be a team player

If you are going to build off that trust you must be a team player. By that I mean you must check your ego at the door and your motives must be genuine. It’s as you build up your leader that you build up your organization. If you have hidden motives eventually it will come to light. You’ll never build trust if your intentions are deceiving.

Stop being the gatekeeper

Leaders need perspective and people around them that will speak the truth. But that can’t happen so long as gatekeepers build walls that prevent all voices and ideas from being heard. If you truly care about your organization then you will welcome input and ideas from a wide range of people who can provide the perspective that is needed. Disarm the body guards and let your leader hear what needs to be said.

Be courageous and humble

Speaking the truth will not always be easy. It will require courage on your part and a dose of humility to say it. To that end, more times than not it is not what you say but how you say it that makes the difference. Most leaders want the truth, but not delivered with an arrogant attitude.

In the end, two things really matter: leaders need to be told the truth and have people surrounding them not afraid to speak it. You are doing a disservice to yourself, the leader you work with, and to your organization as a whole if you don’t. It’s a mark of your maturity as a leader when you learn to do it right and when you do everyone wins.

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