Tag: Leadership coach

When Time Becomes The Teacher

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Don’t wait. The time will never be just right. – Napoleon Hill

After much anticipation and hype, here we are. Welcome to 2026! The rush of the holidays is in the rearview mirror, and credit card statements will soon arrive like the ghost of Christmas past. 

New Year’s resolutions will soon be put to the test, and you will quickly question the legitimacy of that new gym membership. The new year begins with much promise and good intentions, but will it last? 

Business consultant and author Michael LeBoef says, “Devoting a little of yourself to everything means committing a great deal of yourself to nothing.” And this is precisely the trap that you want to avoid. Your time matters, and so does how you use it. Be it resolutions, professional development goals, family priorities, etc., don’t commit chunks of your time to doing nothing of consequence.

I’d like to share a few things I’ve learned over the years about this topic, in hopes they will add value to your leadership journey. 

I had to learn the myth that everything matters equally.

I learned this principle from Gary Keller’s book, The One Thing. In it, he writes: “When everything feels urgent and important, everything seems equal. We become active and busy, but this doesn’t actually move us any closer to success. Activity is often unrelated to productivity, and busyness rarely takes care of business.” And this is such a necessary thing to learn in leadership.

Keller argues that a to-do list can easily lead you astray. More often than not, it’s simply the things you think you need to do, which often is nothing more than the first thing you thought of. Keller adds, “If your to-do list contains everything, then it’s probably taking you everywhere but where you really need to go.” In short, the most menial thing on your to-do list is not equal to the most important thing. Stop buying into the myth that all things are equal. They’re not. As Keller recommends, replace a “to-do” list with a “success list.” It will change your mindset and your focus. 

I had to learn that I choose my life by how I spend my time

I learned this fundamental principle from John Maxwell. In his book, Today Matters, he writes, “If you’re over the age of twenty-one, your life is what you’re making it. To change your life, you need to change your priorities.”

The playing field, over time, is level. We all get the same amount regardless of who we are. The priorities you set determine how you use your time. Changing our approach to our days makes all the difference between time well spent and time wasted. Maxwell framed it in three useful questions.

  1. What is required of me? When ordering priorities, always start with the requirement question and give it careful thought before moving on to the next question.
  2. What gives me the greatest return? As you grow as a leader, you will discover that some things will give you a greater return than others. What are they? 
  3. What gives me the greatest reward? If you only do what you must and what is effective, you will be highly productive, but you may not be content. It’s important to consider what gives you personal satisfaction. But don’t get these questions out of order. 

As a leader, you have to understand that you can’t, and shouldn’t, do everything. And this is why establishing your priorities is so important. You have to be your own timekeeper. Your time is too valuable to relinquish to someone else. 

©2026 Doug Dickerson

Getting Back Into The Swing of Things

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Quality is not an act, it is a habit. – Aristotle

Like a bear coming out of hibernation, spring has been full of physical challenges. I have been challenged on two fronts, so I thought I’d share with you what’s going on and the leadership lessons I am learning.

Not long ago, I dusted off my golf bag and headed to a local golf course and their driving range. As a lifelong golf fan, I’ve wanted to return to the links and enjoy the game I had grown so fond of over the years. Not wanting to embarrass myself before playing again, I took the clubs to the range to see if any form was still left. Thankfully, I did not have my expectations set too high. I had stayed away from the game for too long. It showed, and it was humbling.

The second challenge comes courtesy of my daughter: She challenged me to join her on a new regimen on an app called 75 Hard. Those familiar with the app probably smile because you know what it’s all about. The daily regimen with 75 Hard includes one 45-minute workout and one 45-minute outdoor workout, taking a progress picture every day, reading 10 pages, drinking one gallon of water, following a diet, and not cheating on meals or alcohol.

So far, I am sticking to it. There are days when it’s hard, and it takes some grit and determination to check the boxes daily, because if you don’t, you start back at day one and begin all over again.

Getting back into the swing of things with these physical challenges has been a challenge that I welcome. While I’m not the spring chicken anymore, staying active has always been a lifestyle. But getting back into the routine can be hard once you get out of it. 

John Maxwell says, “You’ll never change your life until you change something you do daily. The secret of your success is found in your daily routine.” Not only is he right in his observation, but it is simply a prescription for your desired accomplishments.

I don’t want to oversimplify what it means to get back into the swing of things and establish a daily regimen that works well for you. But in many respects, change begins with the basics you build upon. Here are a couple of observations from Maxwell’s quote to work with.

Change something

Your life will never change until you change something daily. With that being said, inventory the things in your life that are working, what you can improve, and what you need to discard. This is an essential first step toward making the changes that will benefit you the most.

When my daughter challenged me to join her on 75 Hard, it was not a hard decision. In terms of physical activity, I was not in a good place. I was sitting too much, not walking enough, and her challenge was the spark I needed.

In The 5 AM Club, Robin S. Sharma writes, “ The smallest of implementations is always worth more than the grandest of intentions.” And this is what you have to implement – small changes daily that will help improve your leadership. Have you identified what they are? Do you know what your next steps are? Are you ready to change something today? 

Additional Resource: Check These Boxes For Effective Change

Your daily routine

I have always been an early riser. My daily routine begins at 5 a.m. It starts with reading and meditation, followed by exercise, and the beginning of my daily water intake. This routine helps me be more focused and begin my day more clearly.

Your daily routine is critical to your success. As a leader, you can’t leave it to chance and good intentions. Your daily routine matters because if you don’t own the day, the day will own you. Click To Tweet

Gretchen Rubin said, “What I do everyday matters more than what I do once in a while.” How are your daily routines serving you?

In closing, reflect on what changes you must make, what daily routines you must establish, who can hold you accountable, and when you plan to start. Good intentions are not enough.

Additional Resource: The Priority of Time

 

©2025 Doug Dickerson

Are You The Answer Man or the Leader?

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The wise man doesn’t give the right answers; he poses the right questions. – Claude-Levi Strauss

I have always been a trivia fan. This would include board games and shows like Jeopardy. I got hooked when Trivial Pursuit came out in the early 1980s and have enjoyed all trivia-related games since.

Speaking of trivia, the following have been identified as among some of the hardest trivial pursuit questions:

  • Who was the official hair consultant to the 1984 Los Angeles Olympics?
  • What is the scientific name for a rabbit’s tail?
  • How many rings make up one arm of the Michelin man?
  • What was the name of the Douglas family dog on My Three Sons?
  • What was broken in Oxford, England, on May 6, 1954?
  • What eye-catching device was invented in the 17th century by Anton van Leeuwenhoek?
  • (Answers: Vidal Sassoon, Scut, Four, Tramp, The 4-minute mile, The microscope)

Having fun with trivia is great for family game nights and other occasions. But how does that play out in your day-to-day leadership? While being knowledgeable as a leader is imperative, when does it become a liability for your team instead of an advantage?

John Maxwell said, “The smartest person in the room is never as smart as all the people in the room.” In fact, on another occasion, Maxwell said, “If you’re the smartest person in the room, then you’re in the wrong room.” 

As leaders, how do we embrace the tension between what we know, the experiences we have gained, and the wisdom we can share without coming across as the proverbial “answer man” to everyone around us?

Marcus Kreth, the CEO of Asia Media Publishing Group, wrote an article titled “Why Leadership Isn’t About Knowing All The Answers—But Asking The Right Questions.” 

In it, Kreth writes, “As a leader, is my role to know the ins and outs of every single department? Should I be the one who excels at every technical skill? Or is my role to guide, set direction, to ask the right questions, and bring the right people together to execute the vision? That’s the moment I realized something fundamental about leadership: It’s not about being the best at everything. It’s about creating an environment where everyone can be their best”. 

Kreth’s first main point states, “Great Leaders Don’t Have All the Answers”. 

Over the decades in leadership, I have come to know and understand the weight and burden of providing answers. Early in my career, I felt a particular obligation to be ready with an answer. I figured that at best, it might be something solid and helpful, or at worst, I could wing it well enough that the other person wouldn’t notice. It could be exhausting.

Now, at this stage in my life, I fully embrace Kreth’s assertion that great leaders don’t have to have all the answers. It’s a refreshing posture in leadership. However, it does not absolve you from your leadership responsibility to constantly learn and improve. But now you are free from having to prove it. 

When thinking about whether you are the answer man or the leader, consider these thoughts.

Are you trying to impress people or make an impact?

John Maxwell said, “People don’t care how much you know until they know how much you care.” Ultimately, people will be more impressed by how well you cared for them than by how much you tried to impress them with how much you know. Don’t be confused about this as a leader.

Additional Resource: Elevating Your Leadership Influence

Are you empowering your team or hindering it?

If you are the answer man and your people constantly come to you for all the answers, you are stalling your team’s flow and progress. As Kreth said, you want to guide, set direction, and ask the right questions to empower your team. The most liberating day in your leadership is the day you realize that you don’t have to know everything!

The writer of Ecclesiastes said there is a time to be silent and a time to speak. As a leader, you have to know the difference.

Additional Resource: Building a Culture of Empowerment

 

©2025 Doug Dickerson

Why Your Perspective Matters

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Success in life comes not from holding a good hand but from playing a poor hand well. – Denis Waitley

A man reads an ad in the newspaper, “Hunting dog for sale, $2,500 but well worth it.” He called the number, and the man told him he had to see the dog. The following day, they met and went hunting early.

The dog flushed two birds from a clump of bushes, and when they fell into the water, he walked on top of the water, grabbed the birds, and walked back on top of the water. The man was amazed and bought the dog on the spot. The next day, he persuaded his brother to go hunting with him. They flushed a couple of birds, and the dog again walked on top of the water, retrieved the birds, and walked back to their boat on top of the water.

He asked his brother what he thought of the dog, and the brother replied, “So you bought a dog that can’t swim?”

The brother’s response is like that of some people you and I know, right? Regardless of how well things may be going, one person will always be the one who can’t help themselves and will see or say something negative. Even though the dog can walk on water, you’ll hear from someone who will notice that the dog can’t swim.

A 2022 PSP Metrics article cited a Bureau of Labor Statistics report that “negativity in the workplace costs businesses $3 billion a year due to its harmful effects. Workplace negativity is like a disease, and even the best companies aren’t immune.” As unfortunate as this may be, there are two things you need to be mindful of as a leader.

You are responsible for your attitude and perspective.

Here’s a leadership truth you can take to the bank: your attitude will make or break you. Zig Ziglar said, “Your attitude determines your altitude.” How high, how far, and how productive you desire to be is directly linked to your attitude. With a good and healthy attitude and perspective, your potential and possibilities are unlimited.

In 1914, when Thomas Edison’s lab was destroyed by fire. Including one-of-a-kind prototypes and causing $23 million in damage, Edison’s response was simple: “Thank goodness all of our mistakes are burned up. Now we can start fresh again.” 

Hang around in leadership long enough, and you will experience the exhilaration of successes and the disappointments of failures. Your attitude in both will give you the perspective you need for the long haul. But remember, your attitude and perspective are directly linked to your success. Choose wisely.

You are responsible for leveraging your influence as much as possible.

You are not personally responsible for the attitudes and perspectives of those around you. While it might undoubtedly improve your workplace culture if you were, it’s something that you have no direct control over.

That being said, you are responsible for leveraging your influence as a leader in a way that others will desire to emulate. 

Here’s what I know: your words, your attitude, your perspective, your demeanor, and your tone serve as a thermostat for those around you. When appropriately set, you can positively influence those around you. And while there will perhaps be some who will not choose the positive perspective over the negative one, you can at least take heart in knowing you did your part.

Your perspective and attitude matter, and it’s a choice you must make. Harvey Mackay framed it this way, “When you wake up every day, you have two choices. You can either be positive or negative, an optimist or a pessimist. I choose to be an optimist. It’s all a matter of perspective.” 


What choice are you making today?

©2025 Doug Dickerson

 

When We Disagree

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Disagreement is inevitable, but disrespect is unacceptable. – John Maxwell

Years ago, Charles Swindol shared a story about meeting a gentleman who served on one of Walt Disney’s original advisory boards. He recounted being told how tough those early days were, but that the remarkable, creative visionary refused to give up.

He told the story of how Disney responded to disagreement. He said that Disney would occasionally present some unbelievable, extensive dream he was entertaining. Almost without exception, the members of his board would gulp, blink, stare back at him in disbelief, resisting even the thought of such a thing.

But unless every member resisted the idea, Disney usually didn’t pursue it. The challenge wasn’t big enough to merit his time and creative energy unless they were unanimously in disagreement. 

I believe in many ways that Disney was not only a pioneer in the realm of entertainment, but in many respects what healthy disagreement can look like from a leadership and management perspective.

It would be safe to say that many frown upon disagreement and many do not speak up for fear of being labeled as a trouble-maker. Rather than voicing disagreement, many opt to just go along and get along for the facade of unity. 

When this happens – whether by design or by default, creative thinking is sidelined, great ideas are silenced, and morale is compromised. But it doesn’t have to be this way.

General George S. Patton said, “When everyone is thinking alike, then someone isn’t thinking.” And this is precisely the reason why we need to learn the art of respectful disagreement and restore it to its rightful place.

To be sure, we live in a divisive culture as a whole. Our recent elections here in the U.S. showcased that point. And while disagreement is normal, division is a choice. In practical leadership terms, what does and should that look like? Here are a few tips for consideration for your consideration.

Welcome disagreement

As a leader, the best way to handle disagreement in your workplace culture is to welcome it. Not so that your people sit around and come up with ways to be disagreeable for no legitimate reason, but to demonstrate that respectful disagreement is healthy for the organization.

You want all points of view to be represented and people to know that you are a leader who listens and seeks the best options. If people in your organization are afraid to speak up, then most likely it’s a leadership issue that resonates with you. Your job is to set the table and hear from everyone.

Remove the barriers and misconceptions

How sad it is that in some organizations people do not speak up for fear of retribution, not being seen as a team player, or being seen as an obstructionist, etc. These are all valid fears or concerns that many have. As a leader, you need to address those fears and misconceptions and create an environment where a diversity of opinions – even those different from yours, are voices, heard, and when possible, acted upon. 

When you remove the barriers to open and honest communication, you also build new levels of trust with your team. In return, morale is boosted and more people have buy-in and a sense of belonging and purpose. But this can’t happen if you are an insecure leader who doesn’t welcome input. 

Respect for all

Gandhi said, “Honest disagreement is often a good sign of progress.” And while making progress is the goal, it should not come at the expense of anyone being disrespectful toward those with differing views. And after all differing views have been expressed, there still may be lingering disagreement on the path forward. But respect should always prevail.

Healthy disagreement is a sign that people are invested, engaged, and care about the issue at hand. That alone deserves respect. Your job as a leader is to honor that and make sure others on your team do as well even when they disagree.

©2024 Doug Dickerson

How Safe Are Your Perceptions?

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Believing in people before they have proved themselves is the key to motivating people to reach their potential. – John Maxwell

In his book Winning Every Day, legendary football coach Lou Holtz shares a story about a man whose car tumbles into a ditch. He called a farmer for help, but the farmer said, “You need a team of young stallions to pull that car. I only have one horse, Dusty. He’s blind and old. We’ll bring him over to the ditch and see what he can do. But don’t expect too much.

The farmer hitched Dusty to the car, snapped a whip in the air, and said, “Pull, Jimmy, pull!” Dusty never moved. The farmer snapped the whip again and said, “Pull, Sammy, pull.” Dusty still didn’t move. The farmer snapped the whip a third time and said, “Pull, Charley, pull.” Dusty remained still. The farmer snapped the whip the fourth time and said, “Pull, Dusty, pull.” With one mighty tug, Dusty yanked the car out of the ditch.

The grateful driver shook the farmer’s hand and said, “Thanks for freeing my car, but there’s something I don’t understand. Dusty never moved when you called out those three different names. Why didn’t you just call Dusty from the start?”

The farmer replied, “I had to call out those three names first. Dusty is blind. He never would have tried if he’d thought he had to do all that work alone.”

As it’s been said, perception can shape our reality. While our perceptions may not always align with the truth, we must be mindful of them while incorporating a healthy dose of discernment. This understanding can enlighten us and encourage introspection, leading to personal growth and development. 

How we form personal and professional relationships is forged by perceptions. We make judgments, right or wrong, on numerous factors such as appearance, personality, and whether or not there’s a chemistry that attracts us.

But how often have we fallen short as leaders regarding false perceptions about another person that we later regretted? How many times have you been on the wrong end of false perceptions? 

Perceptions are one area where we can improve as leaders. So, what rules of thumb can we apply to help us avoid falling victim to negative perceptions of the people we lead? Here are a few to consider. 

Believe the best in others

I learned from John Maxwell many years ago that he places a ten on every person he meets. In other words, his beliefs about them are high. Do they always live up to the ten he gave them? No, but he always believed the best in them. 

The belief and support you give others go a long way in building their confidence and desire to live up to your expectations. The people you lead need your best thoughts, not your worst assumptions.

Don’t rush to judgment.

Good leaders can read people, but it’s a practice developed over time and years. Be careful not to pass judgment on people too soon. Give your relationship and chemistry time to develop. Don’t allow your preconceived beliefs to get in the way of another person's potential. Click To Tweet The people you lead need your confidence, not your criticism.

Prioritize relationships

When developing relationships is your priority, it can dispel false perceptions you may have toward the other person. Through relationships, you gain understanding and awareness that will empower you with greater understanding and empathy. The people you lead need your hand in friendship, not your skepticism.

Make the first move

The thought here is simply this: Don’t wait until things are beyond repair to engage, listen, and work on this portion of your leadership. As a leader, you must initiate and move in the direction of your people. They will be more likely to respond positively when you first move toward them. 

As you consider how you handle perceptions in your leadership, be mindful that someone once took a chance on you. Be gracious and humble, and don’t allow false assumptions to hold another person back before they even have a chance to prove you wrong.

 

©2024 Doug Dickerson

Who Are You Cheering For?

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We rise by lifting others. – Robert Ingersoll

I read a story by Jeffrey Zaslow some time ago as he recalled his father coaching a team of eight-year-olds in baseball. “He had a few excellent players and some who just couldn’t get the hang of the game. Dad’s team didn’t win once all season. But in the last inning of the last game, his team was only down by a run. There was a boy who had never been able to hit or catch the ball. With two outs, it was his turn to bat. He surprised the world and got a single.”

The next batter, Zaslow explained, was the team slugger. He continues, “Finally, Dad’s team might win a game. The slugger connected, and as the boy who hit the single ran to second base, he saw the ball approaching him. Not certain of baseball’s rules, he caught it. Final out! Dad’s team lost.” 

“Quickly, my father told his team to cheer. The boy beamed. It never occurred to him that he lost the game. All he knew was that he had hit the ball and caught it for the first time. His parents later thanked my dad. Their child never even got in a game before that season. We never told the boy exactly what happened. We didn’t want to ruin it for him. And ‘til this day, I’m proud of what my father did that afternoon.”

The story is an inspiring example of what it means to cheer for others and support those around you even when it would be all too easy to do otherwise.

In far too many workplaces, we see cultures of unhealthy competition instead of healthy collaboration. Getting ahead seems to be more important to some than getting along.

However, it will come as no surprise that productivity and workplace culture significantly improve with recognition and seeing each other as colleagues, not as competitors.

In a Nectar State of the Workplace survey, respondents weighed in by affirming the following:

  • 83.6% of employees surveyed said that recognition drives their motivation to succeed at work
  • 77.9% of employees surveyed said they would be more productive if their employer recognized them more frequently
  • 81.9 % of employees said that recognition for contributions improves employee engagement

These statistics should not surprise any leader who sees, recognizes, and values the value of his or her team members. Good leaders understand this and make it a practice.

Let me ask you, who are you cheering for? Can you celebrate the successes and wins of those around you even when not experiencing one yourself? 

As a leader, your ability to cheer on those around you happens when these three things happen.

You can cheer others when you set aside your ego

The leadership lesson here is simple – it’s not about you. You will be a more secure leader when you acknowledge and embrace this fundamental premise of leadership. When you can check your ego at the door, you win and are now positioned to cheer those around you with no hidden agenda or motive. 

You can cheer others when you value the team over yourself

Your team will succeed when they see what they do as something greater than themselves. While roles, responsibilities, and contributions will vary, the team wins when each person values the team over self. 

You can cheer others when you don’t care who gets the credit

Lao Tzu said, “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” And this is the beauty of your role as a leader- to shine the light on others as the wins are celebrated.


Who are you cheering for today?

 

©2024 Doug Dickerson

The Amazing Power of a Thank You

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No matter what happens in life, be good to people. Being good to people is a wonderful legacy to leave behind. – Taylor Swift

As the father of two now grown and married daughters, I am a Swiftie dad. All through their teenage years our home was filled with the vibes of Taylor Swift.

It was only fitting that they traveled from South Carolina down to Tampa to see her on her Eras Concert tour. I was glad that they finally got to see her in person. It was the ultimate bucket list concert for them.

Her remarkable success speaks for itself. But what truly sets her apart is her tremendous generosity. It was reported in Forbes that she gave out bonuses totaling more than $55 million to her dancers, riggers, sound technicians, catering, and truck drivers. Multiple sources reported that she gave $100,000 bonuses to each of the 50 truck drivers on her tour.

But as impressive (and deserving) as the bonuses were, what I find most impressive is that Swift has held steadfast to the lost and dying art of handwritten notes. In fact, Swift is a prolific note-writer. 

A copy of one of the hand-written notes to a truck driver was made public in which she expressed her thanks for their hard work.

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Swift has been widely known to send these hand-written notes to friends and fans alike. This makes me wonder, could there be one for this Swiftie dad and his daughters?

In life as in your leadership, expressions of gratitude and thanks are very important. 

In fact, survey results published at BlueBoard reported that 2 in 3 (67%) of employed Americans don’t always feel appreciated for their contributions at work. In addition, nearly half (42%) of respondents feel their company lacks a strong culture of appreciation.

In light of this, what does this mean for you as a leader and for your organization to build a culture of appreciation and gratitude? Here are a few thoughts to consider.

Gratitude and appreciation are the foundation of your employee engagement

Much has been said and written here and elsewhere about employee engagement over the years. But little has been said about gratitude and appreciation being the foundation upon which it’s all built and sustained. It’s time we acknowledge it.

Building a culture of appreciation and gratitude begins with those in leadership. Some might be dismissive of this idea as simply being too much of a “soft skill” idea when in reality, it’s needed more now than ever. People will have buy-in with what they help create and when they are appreciated for their efforts and sacrifices.

Gratitude and appreciation are the future of your leadership

The future of your leadership and that of your organization hinges on your understanding of what it means to create and sustain a culture of appreciation.

In the BlueBoard survey, they also reported that a lack of employee appreciation can:

  • Cause employee disengagement
  • Impact your employees’ sense of belonging
  • Erode employee confidence
  • Trigger job insecurity and anxiety in your workplace

If you want a strong culture of appreciation, strong morale, etc., then you begin with an understanding of the power of ‘thank you’. At every opportunity, make it a practice to show your appreciation and gratitude to those around you. It means more to them than you can imagine. Click To Tweet

As for helping this dad with two daughters, I’d like to express my sincere appreciation to Taylor Swift for making our home a happier place during those middle and high school years. From the boyfriends and the proverbial broken hearts and proms, and eventually on to their weddings, Taylor’s music has been there. Now they are raising up little Swifties of their own. 

Thank you, Taylor, for accompanying us on the journey!

 

©2023 Doug Dickerson

Pushing Through Your Frustrations

 

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Needing to have things perfect is the surest way to immobilize yourself with frustration. – Wayne Dyer

I read a story once about a famous composer who had a rebellious son who would stay out late at night and come home after his father and mother had gone to bed. Before going to his room, he would stop by his father’s piano and slowly and loudly play a simple scale, all but the last note.

Then, leaving the scale uncompleted, he would retire to his room. Meanwhile, the father, hearing the scale minus the final note, would writhe in bed, his mind unable to relax because the scale was unresolved. Finally, in consternation, he would stumble down the stairs and hit the previously unstruck note. Only then, would he be able to return to his bed and go to sleep.

I have to confess that I find the story humorous. If only for a moment I channel my inner prankster, I could find myself doing such a thing. 

Here’s what I know, we all have frustrations that we deal with on a regular basis. We all have pet peeves that irritate us. 

A story in Forbes magazine revealed the Top 10 pet peeves in the office. They were: gossip and office politics, people taking others’ lunch, inconsiderate co-workers, constant interruptions, loud and annoying ringtones, poorly organized meetings, overcrowded and noisy office spaces, smelly food in the office, inadequate temperature control, and finally,  forced birthday celebrations.

Which one(s) do you most identify with?

It’s important to be self-aware and be in touch with your frustrations and how they impact your leadership. Owning what frustrates you is an important first step, but not allowing those frustrations to boil over is equally as important. So here are a few tips for you as a leader to push through your frustrations.

Be at peace with your frustrations

Owning the frustrations is a good first step and can help you be at peace with it. This doesn’t mean that this frustration doesn’t need to be addressed or resolved, but you have to give yourself permission to be frustrated. From there, you can begin seeking solutions to what frustrates you – determine if it can be changed and if not, how your attitude towards it needs to change. But first and foremost, own it and be at peace with what frustrates you.

Own your frustrations

Pushing through your frustrations means that you own it. It means that you do not allow what frustrates you to control you or dictate your attitude or your performance. It means that you take control of the negative emotions that would otherwise derail you. Owning it simply means that you are naming or identifying what is frustrating you and you are committed to pushing through it with a good attitude.

Know what you can and cannot control

Nothing with frustrate you more than trying to push through and change something that frustrates you that you have no control over. For example, if a co-worker has a quirky personality that rubs you the wrong way, chances are you are not going to be able to do much about that. People are wired the way they are wired whether you like it or not. And that truth cuts both ways.

If however, your pet peeve falls into your purview as the leader in your organization and said the co-worker is constantly late for work – which is one of your pet peeves, then yes, you can do something about it.

Nothing will frustrate you more than trying to control what you can’t. Effectively pushing through your frustrations is all about working from this knowledge.

 

©2023 Doug Dickerson

 

Next Steps: As you reflect on my article this week, consider the following:

  1. What would you identify as your top pet peeve as it relates to you in your workplace?
  2. . What is one thing that you can do today that would help you “own it” – attitude change, etc.?
  3. Is this pet peeve an internal change you are going to have to deal with it, or is it something that you can directly do something about?

Remember – You can be at peace with your frustrations and you do not have to allow them to control you. Is your attitude toward your frustration helping or hurting?

 

For more information on my coaching services, email me at:  [email protected]

Leading Through a Crisis

 

Leadership is a matter of having people look at you and gain confidence, seeing how you react. If you’re in control, they’re in control. – Tom Landry

The wintry afternoon walk in the field out behind our house with my older sister started out like any other. I was about 10 years old. The field was a great place to play. There were plenty of trails to walk and ride our bikes. We built forts, shot our Daisy BB guns, and caught fireflies in Mason jars. This day, however, would be different.


As my sister and I exited the field before heading inside, I did something I’d done many times before with no thought. I pulled a tall weed out of the ground. But this time the weed didn’t budge. When the force of my pull met the resistance of the weed, it slit my finger open and laid the skin back.

As we approached the backyard my blue coat was already soaked in blood. I went to the water faucet and began rinsing my finger. “Don’t tell mom!” I shouted to my sister as I saw her run inside with no intention of following my command.

Once I went inside, my mother was already in a panic. She walked me up to the kitchen sink and told me to stand still. “I’ll be right back!” she exclaimed. Moments later she returned with a bottle of rubbing alcohol. “Hold your finger still”, she said. I was under the impression that she would perhaps pour just a little on the cut. I was wrong.

With the best intentions that a loving mother could conjure up at that moment, she emptied the entire contents of that bottle of rubbing alcohol onto my finger as I screamed. Which was just prior to my fainting on the kitchen floor.

My mother – God rest of her sweet, loving soul up in heaven, meant well. And in my moment of crisis, she did the best she knew how.

As a leader, there are two things you can be certain of – 1) You will face moments of crisis, and 2) Your people will be looking to you for confidence. So what do you do in a crisis? Here are a few practical ideas.

Stay calm

Remember, in times of crisis, your people will take their cues from you. From you, they need to see steadiness, resolve, and confidence. They don’t need to see you running for the doors. Or reaching for the alcohol.

Assess the situation

In times of crisis, you want to gather as much information as you can as quickly as you can. Gather your key people, ascertain what you know, separate fact from fiction, and start developing your action steps.

Communicate clearly

A good plan poorly communicated will only make matters worse. Click To TweetMake sure everyone knows the plan and everyone knows their role. Don’t assume anything.


Empower your people

Your people will gain confidence when you place your confidence in them. You can inspire your team by empowering your team.  A time of crisis is not the time for a one-man show. Walk through the crisis with your people and you will make your team stronger. 

 

©2023 Doug Dickerson