Tag: Leadership Development. Professional Development

Five Traits of Extra Mile Leaders

mile

There are no shortcuts on the extra mile – Zig Ziglar

Bob Kuechenberg, the former Miami Dolphins great, once explained what motivated him to go to college. “My father and uncle were human cannonballs in carnivals. My father told me, “go to college or be a cannonball.” Then one day my uncle came out of the cannon, missed the net and hit the Ferris wheel, I decided to go to college.”

The way you tap into your motivation as a leader may not be as drastic for you as it was for Bob Kuechenberg, but tapping into it is necessary nonetheless.  Going the extra mile as a leader is what will set you apart from the rest of the pack and will take you farther than you could have without it.

So what traits do “extra mile” leaders possess? Here is a sampling of a few that I believe are essential. It’s not an exhaustive list but is a good place to start.

Extra mile leaders are proactive

Extra mile leaders take the initiative in getting things done. They prefer to tackle issues head-on rather than assume a reactionary posture. Extra mile leaders are out front on understanding the culture of their organization and the needs of the people they serve. They don’t wait to be told or asked, they see what needs to be done and they do it.

Extra mile leaders possesses a contagious enthusiasm

What sets extra mile leaders apart from mediocre leaders-every time, is a passion and enthusiasm for what they do. Their attitudes are positive and their temperament is even-handed. An extra mile leader in your organization with enthusiasm and passion will be the benchmark for the rest of your team. Without extra mile leaders your work will be hard but with them your team can see extra-ordinary results. Extra mile leaders bring out the best in those they serve.

Extra mile leaders put the team first

Extra mile leaders by and large are selfless in that their motivation and their proactive ways are done with the intent of benefitting the team. Yes, there can be exceptions when what motivates an individual is selfish in nature. But by and large, extra mile leaders have a broad understanding of the mission and vision of the organization and their extra mile sacrifices are for the benefit of the group. Of course, it pays dividends in the long run as all hard work and effort does, but it’s not the prime motivation. Extra mile leaders put their colleagues first.

Extra mile leaders have an attitude of excellence

Extra mile leaders are not satisfied with the status quo nor do they settle for what is merely acceptable. Extra mile leaders have a compelling desire to be the best personally and professionally. At times it can be misinterpreted by those without the extra mile mentality as self-serving, grand-standing, or posturing, etc. but at their core, the extra mile leader cares deeply and truly wants to advance the team in the right direction.

Extra mile leaders have found their purpose

Extra mile leaders have not only tapped into their passion but have taken it a step further in discovering their purpose. Extra mile leaders intuitively understand that it’s not about what they “do” that defines them or motivates them to go the extra mile. Extra mile leaders are those who have embraced the blessing and gift of their Creator and have committed themselves to living their life in such a way that honors it.

Danish philosopher Soren Kierkegaard said, “There is nothing with which every man is so afraid as getting to know how enormously much he is capable of doing and becoming.”

What you are capable of becoming as an extra mile leader is realized when you worry less about what you do and care more for the life you have to live and the ways in which you can serve others. When you do, the results will speak for itself.

Are you an extra mile leader?

 

© 2015 Doug Dickerson

 

 

 

 

 

Please follow and like us:
error
fb-share-icon
Tweet
fb-share-icon

People Business 101

people

The more I get to know people, the more I love my dog – Frederick the Great

Writing in The Book of Business Anecdotes, Peter Hay shares a story that back in the 1950’s, marketing whiz Stanley Arnold was working at Young & Rubicam, where he was asked to come up with a marketing campaign for Remington Rand. The company was among the most conservative in America. Its chairman at the time was a retired General Douglas MacArthur.

Intimidated at first by a company that was so much a part of America, Arnold also found in that phrase the first inspiration for a campaign. After thinking about it, he went to the New York offices of Merrill Lynch, Fenner and Beane, where he told the broker, “I want to purchase one share of every single stock listed on the New York Stock Exchange.”

After a vice president tried to talk him out of it, the order was finally placed. It came to more than $42,000 for one share of the 1098 companies listed at the time. Arnold now took his diversified portfolio into a meeting of Remington Rand’s board of directors, where he argued passionately for a sweepstakes campaign with the top prize called A Share in America.

The old gentlemen shifted around in their seats and discussed the idea for a while.  “But Mr. Arnold,” said one, “we are not in the securities business.” Another said, “We are in the shaver business.”

“I agree that you are not in the securities business,” said Arnold, “but I think you also ought to realize that you are not in the shaver business either. You are in the people business.” The company bought the idea.

As a leader when you grasp and understand this simple but sometimes elusive reality of business it will be a difference maker for you. It’s easy to get so caught up in the day-to-day procedures and maintenance of business (the what) that we forget the why (vision and values) and fail to nurture the who of business – people. Here are three essential reminders to help you stay focused.

People are the purpose of your business; serve them.

At times this is a concept lost on many leaders. Crystalizing a key point on this topic is the former president of Starbucks International, Howard Behar. In his book, It’s Not About The Coffee, he writes, “At Starbucks we’re in the human service business, not the customer service business.” That’s the distinction. Behar adds, “I’ve always said, we’re not in the coffee business serving people, we’re in the people business serving coffee.”

It’s when you serve people and treat them the way you would like to be treated that you will be fulfilling the tenants of excellent customer service. But it’s a point so simple we often overlook it. When your focus is on people and not your product the people will take care of your product.

People are the fuel of your business; invest in them.

In his book, Up, Down, or Sideways, my friend Mark Sanborn explains, “Selling creates a transaction. Service–how we treat and care for that person-creates a customer. Without the customer, all is lost. Remember: no customers, no profit. Know customers, know profit. So making a connection with the customer becomes vital to the initial transaction and, more important, to the continued loyalty to your organization or brand.”

Smart leaders are all about building relationships. A person’s association to your product will take a backseat to their relationship with you as a person. When you nurture relationships above all else you are placing value where it belongs. Invest in people and they will invest in you.

People are the future of your business; be faithful to them.

If not careful, leaders can have a narrow view of loyalty and only see it flowing one way – towards them. But may I remind you that loyalty is a two-way street and the best way to receive it is to give it. Be loyal to your people and they will be loyal to you. It’s that simple.

Og Mandino said, “Always render more and better service than is expected of you, no matter what your task may be.” Leaders who deliver their service with a servant’s heart will never go wrong. Faithfully deliver your best and the people you serve will reward you.

Are you a people person?

 

© 2015 Doug Dickerson

Please follow and like us:
error
fb-share-icon
Tweet
fb-share-icon

Three Crutches That Will Sink Your Leadership

crutch

I don’t know any other way to lead but by example – Don Shula

A turkey is chatting with a bull, “I would love to be able to get to the top of that tree,” sighed the turkey, “but I haven’t got the energy.”

“Well,” replied the bull, “why don’t you nibble on some of my droppings? They’re packed with nutrients.”

The turkey pecked at a lump of dung and found that that it actually gave him enough strength to reach the lowest branch of the tree. The next day, after eating more dung, he reached the second branch. Finally after a fourth night, there he was proudly perched at the top of the tree. But he was promptly spotted by a hunter, who shot him down out of the tree.

The moral of the story: BS might get you to the top, but it won’t keep you there.

One of the worst mistakes aspiring leaders make is the quest to get to the “top” without the benefit of the wisdom and leadership skills necessary to sustain them once they do. So instead of relying on strong leadership and relational skills they fall back on crutches that do more harm than good. Here are three of the most common crutches that will sink your leadership.

The crutch of your position

This is perhaps one of the most common crutches aspiring leaders depend on. It’s much too easy to throw your weight around as a leader by playing the “positon” card rather than putting in the time to develop stronger leadership skills. It’s much easier to issue decrees from behind closed doors than it is to get out from behind the desk and build relationships and get to know your people.

Your position is not the end game of your leadership – it’s the beginning. Your position is not your destination. Positons come and go and at the end of the day what matters is that you have skill sets in place that render your position or title as secondary compared to the extra-ordinary influence you have that is born out of relationships.

Leadership Tip: The harder you work at developing your skill sets with people the less you will have to rely on your position.

The crutch of entitlement

The crutch of entitlement is the by-product of the crutch of your position. Once a leader has bought-in to the belief that he or she has arrived simply based upon a title is the day he or she begins to develop a sense of entitlement that they believe their title confers. This is a devastating view of leadership.

Here’s the truth- the higher you ascend in your organizational structure and the more your leadership influence will grow and the more responsibility you will have. It’s not a power grab for your personal entitlement, it is a call to servant leadership. It’s not about what’s in it for you, it’s about growing others around you.

Leadership Tip: The measure of your leadership is not about what you believe you are entitled to but in how you can serve others more effectively.

The crutch of the rule book

The crutch of the rule book is one of the most detrimental crutches that a leader can evoke in his or her organization. It is the crutch that stifles creativity, which builds walls instead of bridges, and puts the lid of growth. The crutch of the rule book lives by “the manual says…” instead of igniting creative and imaginative thinking.

Howard Behar, the former president of Starbucks International, espouses a “play book” instead of a rule book, and I agree. It’s when your people are empowered and trusted that they will shine the brightest. A play book is empowering and is based on trust. Beyond that, it gives you options. A rule book locks you in and is tightly controlled.

Leadership Tip: Develop a play book with your team. Foster a culture of innovation and creativity. Be a leader who unleashes the potential of your people.

Here’s one last take-away about leadership and crutches that I’ve learned over the years. Getting rid of the crutches is like taking the training wheels off a bike. At first, you may think you can’t ride the bike without them but in due time you will wonder why you held on to them for so long.

Whatever your leadership crutch may be- dare to identify it, and dare to let it go. You will be glad you did.

 

© 2015 Doug Dickerson

Please follow and like us:
error
fb-share-icon
Tweet
fb-share-icon

Six Ways to Rise Above Your Critics

critics

To escape criticism- do nothing, say nothing, be nothing. – Elbert Hubbard

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

Critics. Every leader has them and every leader will. How you respond to critics is an important component of your leadership development. It’s all too easy to get defensive when critics rub us the wrong way or misunderstand us. But can you appreciate a critic when he or she is right? Rising above your critics takes courage. Here are six ways to do it.

Keep a positive attitude.

“Your attitude, not your aptitude, will determine your altitude,” is a famous Zig Ziglar quote. How high and how far you go as a leader will be determined by your attitude. Nothing will give you a bad attitude any quicker than a wrong reaction to a critic. Basic things you will want to know regarding a critic are the source, the accuracy, the ramifications, and your reaction – if there even needs to be one. Regardless, stay positive and focused on the big picture.

Stay true to your values.

Don’t allow your critics to throw you off of your game. Stay grounded and connected to the values that have guided you to where you are. Values do not change but are guideposts when your circumstances do. The values and principles that brought you to where you are will keep you there so handle your critics with that in mind.

Speak no evil.

Seriously? Yes. Engaging in mud-slinging with your critics only hurts you in the long run. Unless what they have spoken or done is libelous then don’t waste your time in a verbal battle. Be content in knowing that the truth is on your side. There is no greater satisfaction than in knowing that you can look yourself in the mirror and lay your head down at night with a peace that comes from knowing you did the right thing regardless of how others behaved.

Don’t retaliate.

There will be times when you will want (and those close to you) to retaliate against critics. There is something about human nature that wants to fight back and get revenge and settle the score. I get it. But again, the end result will never be good for you. As hard as it may be there are times when you just have to let it go. Don’t worry if you lose a battle today, you are going to win the war if you keep your heart right.

Give them more ammo.

Most of the critics you will encounter are simply those who have some kind of vendetta or jealousy directed toward you. As opposed to stooping down to their level why not give them more ammo? As you do the right thing by continuing to work hard and by exhibiting good leadership, you will only become more successful. Nothing will annoy your critics more than your continued success.

Don’t lose your sense of humor.

One of the most important leadership skills you can develop is a sense of humor. Churchill exhibited it towards the men who spoke ill of him. Bill Cosby said, “Through humor, you can soften some of the worst blows that life delivers. And once you find laughter, no matter how painful your situation might be, you can survive it.” Your critics will stir up a wide range of emotions and reactions that you will want to run with. But if you laugh – at them, and at yourself, half the battle is won.

What do you say?

 

© 2016 Doug Dickerson

 

*This column is a “Best Of” and was originally posted in 2015.

 

Please follow and like us:
error
fb-share-icon
Tweet
fb-share-icon

Leadership Toolkit: When the Visionary Leader Meets the Strategic Leader

toolkit

Leadership is the capacity to translate vision into reality. – Warren Bennis

About 350 years ago, as the story is told, a shipload of travelers landed on the northeast coast of America. The first year they established a town site. The next year they elected a town government. The third year the town government planned to build a road five miles westward into the wilderness.

In the fourth year the people tried to impeach their town government because they thought it was a waste of public funds to build the road westward into a wilderness. Who needed to go there anyway?

Here were people who had the vision to see three thousand miles across an ocean and overcome hardships to get there. But in a few short years were not able to see five miles out of town. They had lost their pioneering vision.

Visionary leaders (those who see the big picture) and strategic leaders (those who create the plan) are essential for the future growth and development of any organization. But can the two co-exist? It can be a challenging relationship but not an impossible one if you follow these basic rules of engagement.

Embrace your differences

Visionary leaders tend to be your charismatic type leaders who can cast the vision with great enthusiasm and confidence. They have a clear picture in their heart and mind of where they are going and why you should too.

But visionary leaders can at times be hard to work with. In his book, Rules of Thumb, Alan M. Webber writes, “Great idea people are rare- and also frequently hard to live with. They see things the rest of us can’t see, which is their gift. They can’t see what you and I see easily, which is their burden. Still, you need them and they need a home where they can contribute.”

Strategic leaders can be a great asset to the visionary leader by breaking down the vision into doable and measurable action steps which creates the vision. The strategic leader is the one who puts the puzzle together.

Leadership key: Your differences are your strengths. Embrace them and work together. You need each other.

Build a bridge

What strategic leaders and visionary leaders need is a way to connect. The divide between ideas and implementation must be joined. There has to be a way as Webber says to “build a bridge the great ideas can walk across from those who have to those who can make them real.”   For the vision to materialize this is a necessity. So what is a leader to do?

The vision needs a strategic plan. It has to be clearly communicated and thoroughly understood before the pieces of the puzzle can be created. From there roles can be assigned and teams put into place, and the execution can begin. The hard part will come later.

Leadership key: Before you build your vision build your relationships. The vision rises and falls on the strength of your communication and relationships.

Give each other space

The role of the visionary leader is not the same as the strategic leader, and vice versa. The relationship is one of isolation and interdependency. Boundaries must be set, observed, and protected while at the same time staying bridged with a unified goal and vision. It’s tricky.

The temptation of the visionary leader is to tinker, mettle, and tweak. Their greatest asset can now become their greatest liability. While they are excellent at creating the vision they can be terrible at designing the plan. As long as they keep interjecting themselves into the details of execution they will stifle the execution.

Strategic leaders thrive on creating the plan and seeing it come into existence. The visionary leader has to learn to give this person the space they need to work. It is a relationship of necessity, one of complexity, but most of all trust. The partnership will only survive if it’s built on mutual trust. The respective leaders have to know how to embrace a shared vision but then give each other the space needed to bring it to pass. When they do it can lead to overwhelming success.

Leadership key: Out of respect give each other space. Out of trust let each other work.

 

© 2016 Doug Dickerson

  • This is a “Best Of” column originally posted in 2015.
Please follow and like us:
error
fb-share-icon
Tweet
fb-share-icon

Cracked Mirrors: Embracing Your Humanity as a Leader

mirror1

“Out flew the web and floated wide; The mirror crack’d from side to side; ‘The curse is come upon me,’ cried The Lady of Shalott.” (From “The Lady of Shalott” by Alfred Lord Tennyson)

We all enjoy reading the stories of the likes of Thomas Edison, Walt Disney, Steve Jobs, Steven Spielberg, and others who in spite of their setbacks and failures overcame their obstacles. The names and their accomplishments are too numerous to mention in this space. Suffice to say, all such stories are inspiring and serve as a source of encouragement and how that no amount adversity can overtake us if we persevere.

But I’d like to address a more personal issue as it pertains to our leadership. We are familiar with the personal characteristics of leadership that we strive for such as integrity, loyalty, trust, etc. But how do we reconcile our desire to live up to these virtues of leadership while embracing our humanity at the same time?

John Maxwell said, “A man must be big enough to admit his mistakes, smart enough to profit from them, and strong enough to correct them.” And this is the challenge of personal leadership. The question is not whether we will fail, have errors in judgment, offend people, or otherwise not live up to our best as a leader. In short- we’re human. So here are a few tips going forward as you look at that cracked mirror of leadership.

Embrace your humanity

By embracing your humanity you are acknowledging that you are not perfect. As such you are also acknowledging that you are vulnerable and susceptible to shortcomings like anyone else. But this is not meant to be an “out” for bad behavior. As such you should have safeguards in place and surround yourself with trusted confidants to hold you accountable.

Be quick to forgive

Hang around in leadership long enough and you will come to know the value of forgiveness. As a leader you know what it’s like to be on the receiving end of criticism- fair or not. Life is just too short to hold grudges. In as much as you should forgive others their faults, be sure along the way to forgive yourself for the times you have blown it. And don’t be afraid to ask for it. When I understand the depth of forgiveness I need as a leader it’s much easier for me to look upon others through the lens of grace.

Keep the bar set high

That we as leaders may have come up short at times is no reason to lower the bar of excellence. Character still matters and striving to be better should be foremost in our endeavors. Don’t allow past mistakes to knock you off course. Don’t allow past failures to define you. Keep the bar set high and when you fall short don’t be discouraged. Your mistakes will overtake you only when you give up.

Walk humbly

Some might argue that walking humbly as a leader does not fit into the modern definition or understanding of leadership. Walking humbly is not abdicating your authority as a leader or otherwise exerting weakness. If anything, it’s the opposite.

Rick Warren said, “Humility is not thinking less of yourself, it’s thinking of yourself less.” Walking humbly is living each day with an awareness of my humanity with the understanding of my dependence upon my faith to form me and my friends to complete me. It’s lived out when I realize the leader I want to be tomorrow is being shaped by my actions today. Do we fall short? Yes. But what we see in the cracked mirror is more bearable when we face the truth.

 

© 2015 Doug Dickerson

 

Please follow and like us:
error
fb-share-icon
Tweet
fb-share-icon

Three Locks That Hold You Back

locks

 

 

 

Life has no limitations except the ones you make. – Les Brown

The story is told of master magician and locksmith Harry Houdini on one of his European tours and how he found himself locked in by his own thinking. After he had been searched and manacled in a Scottish town jail, the old turnkey shut him in a cell and walked away. Houdini quickly freed himself from his shackles and then tackled the cell lock. But despite all his efforts, the lock wouldn’t open.

Finally, ever more desperate but completely exhausted, he leaned against the door–and it swung open so unexpectedly that he nearly fell headlong into the corridor. The turnkey had not locked it.

One difficult lesson for leaders to learn is that it’s not always the big stumbling blocks along the way that will do you in. In fact, just the opposite can be true if you are not careful. From the story we learn that what Houdini thought was locking him in the cell was the very thing that would set him free.  Here’s the lesson: at times what you think is the problem is not the problem and the small things you overlook are the ones that give you the most grief.

So what are some of the locks in leadership that will hold you back and keep you from reaching your potential? There are many, but I will highlight three. If you will pay attention to these little things now it can save you a lot of heartache later.

The lock of low expectations

You will only rise to the level of success that you envision and strive for. Your expectations are the measuring rod of your dreams. If you are locked in by low expectations then high expectations will never occur.

But who or what is the source of your low expectations? You must identify and get to the root of your low expectations if you want to turn things around.  Perhaps it’s a lack of confidence in your abilities. It may have been a bad break that you haven’t recovered from. Maybe you bought-in to someone else’s low expectation they placed on you.

Regardless of the source, you must disqualify it of its place in your vocabulary, your mindset, and your vision going forward. You can unlock your potential to growth and success when you remove low expectations from your playbook.

The lock of improper comparisons

One potentially demoralizing habit a leader can do is to get caught up in is the comparison game. You know the drill, “He has more clients”, “She has more contacts”, “He gets all the breaks”, “Her family name got her where she is,” and on it goes.

It’s all too easy to make improper comparisons and allow that to be a source of discouragement and a setback. You are not called to run anyone else’s race but your own. Improper comparisons are a lock that will always hold back so long as you are consumed by the other person and your perceptions of what is not fair.

As a leader you will ultimately have to look inward and upward if you want to be at peace. So long as you allow someone else to be your measure of success then you will always doubt and second guess yourself. Find peace at the end of the day in knowing that you did your best. Unlock the potential of everything that is great about you – not others.

The lock of a bad attitude

Ultimately, your attitude is your deal-breaker. With a good attitude you can unlock all the potential that is uniquely yours to achieve. A bad attitude will keep you locked up in a cell of your own making that will always hold you back.

Do other people sometimes get the better breaks? Do bad things happen to good and honest people? Of course it does. Life is not always fair. But life is made better or made worse by the way you respond and the attitude that you choose.

As a leader it’s time to pick some locks and set yourself free. It’s time to raise expectations equal to your talent – not equal to your fears. It’s time to quit comparing yourself to others and change your attitude.

It’s time to unlock your potential!

 

© 2016 Doug Dickerson

 

 

 

Please follow and like us:
error
fb-share-icon
Tweet
fb-share-icon

The Power of Purpose-Driven Leadership

purpose

When you’re surrounded by people who share a passionate commitment and common purpose, anything is possible. – Howard Schultz

There is a story involving Yogi Berra, the well-known catcher for the New York Yankees, and Hank Aaron, who at that time was the chief power hitter for the Milwaukee Braves. The teams were playing in the World Series, and as usual Yogi was keeping up his ceaseless chatter, intended to pep up his teammates on the one hand, and distract the Milwaukee batters on the other. As Aaron came to the plate, Yogi tried to distract him by saying, “Henry, you’re holding the bat wrong. You’re supposed to hold it so you can read the trademark.” Aaron didn’t say anything, but when the next pitch came he hit it into the left-field bleachers. After rounding the bases and tagging up at home plate, Aaron looked at Yogi Berra and said, “I didn’t come up here to read.”

The story is a great reminder of why having and knowing your purpose is important. Do you know your company’s mission or vision statement? If not, sad to say, you are not alone. According to a survey conducted by TINYPulse (http://bit.ly/1puoP3z) of over 300 hundred companies and 40,000 anonymous responses, the survey revealed that only 42 percent of employees know their organization’s vision, mission, and values.

If your employees do not know your company’s vision, mission, or values then they will be poor representatives of your company. If you, as the leader, have not clearly communicated those core values then you have fallen down on the job. How can your employees represent what they do not know? Purpose-drive leadership is essential to your success. Here are three reasons why.

It gives context to your past

In order to understand where you are and where you are going it is important to understand your past. Knowing the back-story of your organization – all the successes and failures and how it emerged in the formative years is foundational information worth understanding.

Marcus Garvey said, “A people without the knowledge of their past history, origin and culture is like a tree without its roots.” Seek to understand where you have come from in order to make sense of where you are going. From that knowledge you can have a greater understanding and appreciation for where you are today.

It keeps you focused on the present

When your purpose and vision is clear it gives your employees the focus they need to succeed. If your team is in the dark about its mission and vision they are without the most basic of tools needed for success. Your employees cannot lead your organization to its intended destination if they do not understand why they are going there or the values that will guide them.

A clear understanding of your purpose gives them the ability to focus like a laser on accomplishing their goals and objectives. Just as Hank Aaron was able to tune out the distraction at home plate and hit a home run, so too, will your team succeed when they focus on their mission.

It gives you direction for the future

When you can put your past in context and focus on the present then you can build for the future. When you have a purpose that is known, with employees who are engaged, then you have a future that is promising.

“Even though the future seems far away,” said Mattie Stepanek, “it is actually beginning right now.” Purpose-driven leadership is about empowering and equipping your team. Purpose-driven leadership is the rudder of your ship and will keep you on course. Your future is only as promising as your ability to empower. The time is now to lay claim to your purpose, make known your mission and vision, and discover the possibilities before you.

What do you say?

 

© 2015 Doug Dickerson

I’d like to invite you to visit my new podcast page at: http://dougdickerson.buzzsprout.com/

Please follow and like us:
error
fb-share-icon
Tweet
fb-share-icon

Three Things Every Leader Needs To Know About Criticism

Critics

Criticism may not be agreeable, but it is necessary. It fulfills the same function as pain in the human body. It calls attention to an unhealthy state of things. – Winston Churchill

I came across a story about Grace Coolidge, the wife of President Calvin Coolidge who tried to surprise her husband by having his portrait painted. When it was finished, she hung it in the library of the White House. Later the same morning the President happened to walk into the library accompanied by a senator. They stared at the picture together in silence. Finally Coolidge commented quietly: “I think so, too.”

When you hear the word criticism what is the first thought that comes to your mind? Many take on a defensive posture as it relates to critics. We are quick to defend our words, actions, and decisions.

Often times, however, our growth in leadership does not always come via the praise or accolades of adoring followers. In fact, a lot of it comes during our dark times that are usually quite lonely.

Conventional wisdom says to keep your friends close and your enemies closer. What about critics? Should you keep them at a distance or keep them close? Here are three insights that hopefully will give you some perspective.

Every leader needs a constructive critic

As a leader you will have plenty of critics. Many of them will not be constructive. But when you are committed to your own personal growth and to the success and growth of your people then finding a colleague who can be your constructive critic should not be hard to find.

Your constructive critic is the one who can help you see all sides of an issue, help guide you in your decision making, and cares enough to call you out when needed.

You need constructive critics in your life and you should welcome them in. One constructive critic will be more valuable to you than a room full of “yes people” ever will.

Every leader needs to be accountable

The purpose of a constructive critic is not to make your life miserable but to keep you accountable. A leader should never ascend to the place either in position or in mentality that they are above criticism. We need trusted advisors near us to help us.

I know that many leaders take criticism personal and see those who would dare to criticize as less than loyal, out to cause harm, or advance their own agenda. As a result relationships are strained due to insecurities and people are looked upon with suspicion. It’s a fragmented culture that is hard to reverse.

But when you as a leader set the example for what accountability looks like it can be healthy for the whole organization and it can make a world of difference.

Every leader needs to set the example

John Maxwell said, “Effective leaders know that first you have to touch people’s hearts before you ask them for a hand.” This is a profoundly simple rule of leadership. It’s also, I believe, the springboard of constructive criticism.

As a leader you will give more constructive criticism than you will receive and it’s important to do it right. Constructive criticism will be better received and more effective when it’s born out of a good relationship.  If the only time you interact with a person you lead is to be the messenger of how to do something better or to point out something they have done wrong then it will build resentment.

Critics and criticism will be a constant on your leadership journey. Learning the keys to receive it and give it will make you a wiser and more effective leader.

What do you say?

 

©2015 Doug Dickerson

 

 

 

 

Please follow and like us:
error
fb-share-icon
Tweet
fb-share-icon

Three Difficulties Every Leader Should Embrace

hard

When we long for life without difficulties remind us that oaks grow in contrary winds and diamonds are made under pressure. – Peter Marshall

An old woodsman gives this advice for catching a porcupine: “Watch for the slapping tail as you dash in and drop a large washboard over him. The washboard will give you something to sit on as you ponder your next move.”

As a leader dealing with difficulties is not a new phenomenon to you. Workplaces are an ever present source of stress in people’s lives. The American Institute of Stress (http://bit.ly/1i5E7Zs) identified workload as the number one cause of stress by employees followed by people issues, juggling work and personal issues, and lack of job security.

Because you are surrounded by so many people who are stressed it’s important to keep your leadership skills sharp. Difficulties will come to you as a leader. But here are three you should always welcome because in doing so you will be a stronger and more effective leader.

The difficulty of personal growth

You have to take ownership of your personal growth as a leader. Your effectiveness in leading your team hinges on your ability to lead yourself. It’s all too easy to put personal growth on the back-burner; after all, we are stressed ourselves. We have meetings to attend, clients to meet, personnel issues to resolve, deadlines that are looming, and the list goes on.

But no amount of busyness will ever replace your need for a personal growth plan. How can you grow leaders around you if there is no growth in you? Regardless of how busy your life is you need to find the time to read, join a mastermind group, attend workshops, listen to audio CD’s during your morning commute, etc. Conquering the difficulty of personal growth can be a challenge but it’s a non-negotiable if you want to be effective.

The difficulty of forward thinking

The bedrock principles of leadership such as trust, loyalty, ethics, values, communication, etc. are your foundations. They are the principles you stand upon that keep you grounded as a leader. They are timeless. But your effectiveness as a leader also rests with your ability to adapt to your present circumstances with forward thinking.

This can be difficult for a leader because it’s all too easy and much too predictable to stay in our comfort zones. But the comfort zones of yesterday will not always serve you well tomorrow. The challenges are new and different. Business is not just local; it’s global, and the way we communicate is ever evolving. Forward thinking combined with timeless values can position you for the future and the challenges you face. Let your values be your guide but keep an open mind.

The difficulty of building community

Building community is an emotional investment and challenge that many leaders are just not up for. It can be a thankless job. It’s difficult. I get it. But your success as a leader and the successes of your organization are directly tied to a strong sense of community and relationships. And it begins at the top.

John Maxwell says, “Don’t ever underestimate the importance of building relational bridges between yourself and the people you lead. There’s an old saying: To lead yourself, use your head; to lead others, use your heart. Always touch a person’s heart before you ask him for a hand.” When you embrace what is difficult about building relationships it will revolutionize your leadership and your results.

The simple truth is this: people are your most appreciable asset. People are more important than your brick and mortar, product or location. When you get community and relationships right then everything else will fall into place.

Being a leader is not always easy but it’s very rewarding when you embrace what’s difficult. When you do it changes everything.

What do you say?

 

© 2015 Doug Dickerson

 

 

 

Please follow and like us:
error
fb-share-icon
Tweet
fb-share-icon