Tag: Personal Growth

Walking in the Shoes of the People You Lead

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Leadership and learning are indispensable to each other. – John F. Kennedy

Hopefully, you didn’t miss the recent story about Lufthansa CEO Jens Ritter. He took to LinkedIn to share his experience by stepping into the role as an additional crew member on a flight from Frankfurt, Germany to Riyadh, Saudi Arabia.

Ritter, a former pilot himself, joined the crew in serving the passengers aboard the flight. In his post, he said, “Sometimes, you need to change perspectives in order to gain new insights,” he wrote on LinkedIn about his experience. He added, “It was so interesting to address the guests’ wishes individually, to deal with the different energy everyone has.” he said.

Ritter’s example serves as a great lesson for all leaders. It’s one thing to make decisions in your office that will have an impact on your people, but it’s another to walk in their shoes and see for yourself the impact of those decisions. Ritter added, “Deciding things in the office will be different after really feeling the decisions on board.” This is the genius behind what he did and why it’s worth modeling.

As a leader, you make decisions that have consequences beyond the confines of your office. Understanding the impact and consequences of those decisions should never be lost on you. So, what is a leader to do? Let’s start with some basics.

Don’t confuse what’s best for the bottom line with what’s best for your people

As a leader, you have to look out for both. It’s your responsibility to understand the difference between the monetary cost and the morale cost. You can’t win the monetary cost by sacrificing the morale cost. If you lose the morale cost, you will almost inevitably lose the money cost. Click To Tweet

Jens Ritter working with the crew on a Lufthansa flight.
Credit: Jens Ritter via LinkedIn

By placing himself firmly in the shoes of the people impacted by his decisions, Ritter gained a greater appreciation for the impact of his decisions. If you want to be an effective leader, you’ll need to learn to do the same thing.

Your relevance as a leader is proportional to the relationships you build

John Maxwell was right when he said, “People don’t care how much you know until they know how much you care.” And this will always be the secret sauce of your leadership. When you learn the value of relationships as a leader it’s transformative. 

You can be a leader by default because you have a title or you can be a leader by inspiration because you have the hearts of your people. I’ll go out on a limb here and say Ritter is an inspirational leader because he understood the value of walking in the shoes of his people. I can assure you that his fellow crew members will never forget the day when their CEO walked in their shoes. If you want to be an effective leader, you’ll need to learn to do the same thing.

You must choose between making a good impression or making a great impact

In leadership, it comes down to this choice you will need to make. Do you want to impress people or do you want to impact people? Far too many are satisfied with simply making a good impression. 

Howard Henricks stated, “You can impress people from a distance, but you can only impact up close.” And this is your choice as a leader. Ritter could have stayed in his office and in some small way impressed his people. But up close he impacted them and learned some valuable lessons along the way.

If you want to be an effective leader, you will have to decide whether you want to impress your people or impact them. One choice requires nothing from you while the other will move you from a place of superficiality to significance.

Final Thoughts

Walking in the shoes of your people is one of the greatest and most appreciated things you can do as a leader. It keeps you grounded, relevant, and informed. The greater the distance between you and your people, the greater the gaps are in your leadership. If you haven’t done so lately, take a walk in the shoes of the people you lead.

 

©2023 Doug Dickerson

 

Pace Setting Leadership

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The speed of the leader is the speed of the gang. – Mary Kay Ash

Being from the South, one might draw the conclusion that I am a NASCAR fan. And while on numerous occasions, I have watched races on TV, I’m not really that into it. For me, watching a race has primarily served the purpose of inducing a nap on Sunday afternoons. However, I must say that the last 20-30 laps are the most fun to watch.

In the limited amount of knowledge that I have pertaining to NASCAR, I do understand that the Pace car serves an important purpose.

Before a race begins, the pace car serves an important function in keeping the field safe and in the proper position. The pace car will pull out in front of the field and remain at a constant speed. The drivers are required to stay behind the pace car. During caution periods, the pace car leads the pack at a lower speed, and drivers are not allowed to pass, maintaining field positions.

As a leader, you are essentially a pacesetter in your organization. Your pace for the most part will determine the pace of your people. Being a pacesetter in leadership comes with many responsibilities as all eyes are on you.

While setting an example for setting the pace is important, knowing what is transferable and what’s not is critical. Let me break it down for you.

Setting your pace personally

As a leader, the focus of your personal pace is set primarily on your personal growth. Your personal pace impacts your professional pace, and for each person, it looks different.

Components of your personal pace are those intentional things that you do daily that help you grow and develop as a leader. This is your personal growth plan. This would include but not be limited to goal setting, reading habits, exercise, health, spiritual growth, emotional well-being, etc.

It’s as you are intentionally focused on these areas of your life, you set the pace for this development. You move as fast or as slow as you choose in the areas that you are working to improve.

Essential to the success of your personal pace is found in your daily routine. Without consistency and intentionality, your growth will be hit-and-miss at best. The pace of your growth as a leader is not accidental. But once it’s set, you can grow and be an example that others will look to and be inspired by.

Your personal leadership pace is transferable to the next level.

Setting your pace professionally

As a leader, the pace you set is a reflection of your personal pace. Barbara Corcoran observed, “People imitate their leader. Lead by example.” And this is the ultimate challenge of setting the pace as a leader.

Think about leaders in your own life whom you have admired or desired in some way to emulate. In college, for me, it was Dr. Tom Wilson. His pace was steady, he exuded confidence, and he could convince us that if we were charging hell with squirt guns, we’d win. A retired Army officer, Dr. Wilson was a wonderful model of leadership for me.

In my post-college years, many have inspired me, but none have had an enduring and lasting impact on my life like John Maxwell. I began reading his work around 1992 and haven’t looked back. His example and impact on my life have been profound.

Your pace professionally is set by your daily habits and disciplines. The expectation that you have for your people is the example that you must set. Click To Tweet

While it’s a given that on many levels and in various ways, you will out-pace your people, it should never be said that your people out-paced you. 

Final Thoughts

Stephen Covey observed, “ Be patient with yourself. Self-growth is tender; it’s holy ground. There’s no greater investment.” And this is the secret to setting the pace with your leadership. Your pace a year from now will look much different than it does today. But today is the day you begin.

 

©2023 Doug Dickerson

 

Why Reframing Is Critical To Your Leadership

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The frame through which you look at the world may not be the one you picked up on your own. Sometimes people force the frame on you. – Craig Groeschel

In his book, Winning The War In Your Mind, Craig Groeschel writes, “When we reframe what happened in our yesterdays, that changes our todays. We are able to experience life without the old, negative, cognitive bias and start seeing through the lens of God’s grace.” Sounds refreshing, doesn’t it?

The reframing process is essential in your life and in leadership. How you choose to frame the experiences you face in life and in leadership is what separates good leaders from the rest.


It reminds me of the story of the noted English architect Sir Christopher Wren. He was supervising the construction of a magnificent cathedral in London. A journalist thought it would be interesting to interview some of the workers, so he chose three and asked them this question: what are you doing?

The first replied, “I’m cutting stone for 10 shillings a day.” The next person answered, “I’m putting in 10 hours a day on this job.” But the third said, “I’m helping Sir Christopher Wren construct one of London’s greatest cathedrals.”


Each one of those workers saw their work through a particular framework. And the point is, we all do. 

As a leader, how you see your work, the people that you lead, and your prospects for the future is important. This framework is a reflection of your belief system and is an indicator of the direction you are headed. From the three workers, let’s examine the frame of mind of each and the lesson we learn.

The wealth mindset

The first worker saw his contribution solely from the frame of his daily pay. Beyond cutting stone, he seemed to not grasp the enormity of the project he was working on. While there’s no indication that he despised the work or the pay, the tragedy of this mindset runs deeper.

Could it be possible that he undervalued his contributions? If he understood the magnitude of his work and how it would impact the lives of thousands of people, then perhaps his approach to his work would have been different. Perhaps his work would have been more sacred.

Leadership Tip: While a strong work ethic is valuable, your people need to understand the why behind it and the value of their contributions.

The work mindset

The second worker pronounced that he was putting in 10 hours a day. It would be safe to say that he was a hard and dedicated worker. He would be the type you’d want in your organization. His work ethic was one that likely caused him to stand out and catch the eye of the reporter.

While this work ethic is to be applauded, it would seem that he failed to see the big picture or scope of what he was doing. Yes, he was putting in 10 hours a day, but he was part of something greater than himself and it seems to be lost on him. How tragic.

Leadership Tip: Make sure your people know that the long hours they put in are moving the needle towards something great and greater than themselves.

The wisdom mindset

The third worker seemed to have a greater understanding of what was taking place. He knew that he was helping build a great cathedral. I can just hear the excitement and passion in his voice as he spoke to the reporter. 

In any organization, you have some who are there just for the paycheck. You have some who just want to come in, do their work, and go home with little to no regard for what they are doing or why. Those who will truly make a difference in your organization are those who understand why they are there, where they are going, and how great it’s going to be when they get there. Click To Tweet

Leadership Tip: You must always keep the mission and vision before your people. You never want them to be at a loss for what it is that they are doing or why. This can only happen when leaders begin reframing with purpose and clarity.

How would reframing benefit you as a leader and your organization? 

 

©2023 Doug Dickerson

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Making Course Corrections

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If you do not change direction, you may end up where you are heading. – Lao Tzu

In 1829, Martin Van Buren, then Governor of New York, wrote the following to the President:

The canal system of this country is being threatened by the spread of a new form of transportation known as ‘railroads.’ The federal government must preserve our canals for these reasons: If canal boats are supplanted by railroads, serious unemployment will result. Captains, cooks, drivers, hostlers, repairmen, and lock tenders will be left without any means of livelihood. 

Canal boats are essential to our defense. In the event of trouble with England, the Erie Canal could be the only means by which we could move supplies. The Almighty certainly never intended that people should travel through the countryside at the breakneck speed of 15 miles per hour.

This letter is a bit humorous now in the context of how far we have progressed with the railroads in the modern era. But the letter reflects the predominant thinking of the day as it relates to transportation.  

As leaders, how we perceive change and what measures we are willing to embrace will in many respects determine the type of future we can expect. If you are stuck in your thinking and see change as a threat to your current existence, you will eventually be left behind. Click To Tweet


So what is a leader to do? Here are a few tips on how to make course corrections that will be necessary in your leadership. 

Course corrections are just that – corrections

It’s important to know that course corrections in your leadership are just that – corrections. It’s not that the way you are doing now is necessarily wrong, but it can be improved upon. Obviously, the railroad turned out to be a significantly better means of transportation than canals.

When you are open to corrections and ways of improving your operations, it’s good to see it as a way to make you more efficient and productive and not as a threat to the outdated way of doing things. 

Course corrections move you out of your comfort zones

If the mindset of Van Buren had prevailed, it would have set back a more efficient way of operating on the canals. And while the change over to the railroads was inevitable, many still embraced a canal boat mindset.

Think about your own leadership for just a moment. In what areas do you find yourself resisting changes that could actually make you a better leader? Perhaps you’ve held on to the canal boat mentality for a bit too long and it’s trapped you in a comfort zone that is no longer serving you well.

Course corrections position you for greater possibilities

Proper course corrections can position you for greater possibilities when you see them not as a threat but as a benefit. Canal boats did the job, just slower than the railroad. And while Van Buren mistakenly believed at the time that the breakneck speed of 15 miles per hour was way too fast, consider the cost of slower and inefficient work it would create.

When you embrace course corrections, it’s not about disrespecting what brought you to where you are, it is about embracing a new future that builds upon it. 

Final Thoughts

In leadership, you will often be faced with the necessity of course corrections. When you are, embrace the possibilities before you. Victor Hugo said, “Change your opinions, keep to your principles; change your leaves, keep intact your roots.” And this is your challenge as a leader.

What course corrections are you making?

 

©2023 Doug Dickerson

 

 

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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]

Lifting the Lid Off Your Limitations

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

During his first year of graduate study at the University of California, at Berkeley, George B. Dantzig (later known as the father of linear programming) arrived late for a statistic class. He saw two problems on the blackboard. Assuming they were homework, he copied them and a few days later turned in his solutions.

One Sunday morning about six weeks afterward, the professor appeared at Dantzig’s door, waving a manuscript. It turned out that the professor had merely written two examples of unsolvable problems on the blackboard. The work was Dantzig’s manuscript for publication.

The story is a great example of what we can achieve when we set our minds to something – but beyond that, what can happen when the label of “unsolvable” is removed from the conversation?

As much as I’m fascinated by the story and what Dantzig did, it also makes me wonder how many other classmates attempted to solve the problem and how many didn’t even make the effort due to the problems being labeled unsolvable.

Think for a moment about your own experiences. Can you think of a time when you attempted to do something but quit somewhere in the process because someone came along and convinced you that it couldn’t be done? 

Now think for a moment about how that situation could have turned for you had you not listened to the voices of those imposing those limitations on you. 

Amelia Earhart said, “The most effective way to do it, is to do it.” The great divide between stepping up and doing, and just wishing you could is found by embracing the courage to act. It’s all about lifting the lid off of your limitations. Click To Tweet

Lifting the lid off your limitations begins with identifying them. Here are two of the most common limitations lids you will face as a leader. Which one is holding you back?

The limitations of your own creation

The single greatest lid on your limitations is the ones you create in your own mind. When your fears and reservations play like reels on a loop in your own mind and it’s all that you entertain, it will hold you down at every turn. If you don’t win this battle, you will never lift the lid off your limitations and reach your full potential.

The limitations of others that you believe

Any person committed to growing and reaching their full potential will eventually hear the voices of those who say that what you are attempting to do can’t be done. They will try to convince you that your dream is too big or your dream is unattainable. At this point, at this crossroads, you have a choice to make. And the choice will either move you close to the direction of your dreams and goals or will hold you back. 

Final Thoughts

Mark Twain advised, “Keep away from people who try to belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great.” And this is the decision you must make. Keep away from people who belittle your ambitions, embrace a positive mindset, and never give up on your dreams.

 

©2023 Doug Dickerson

Fish Tales and Reclaiming Humility in Leadership

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Nothing is more deceitful than the appearance of humility. It is often only the carelessness of opinion, and sometimes an indirect boast. – Jane Austen

Once when I was just a young boy, our family was all together visiting my grandparents. One of my favorite places to gather with the rest of my cousins was a big pond around the corner from their house.


The lake was far enough away to get out from under foot of the grown-ups but close enough to get back to quickly for a snack.

On this particular visit, I was about five or six. One morning, I made my way to the pond before my siblings and cousins and met a man fishing on the bank. Seeing that I had no fishing gear with me, he gave me a cane pole to use. The only catch was, there was no hook on it, just a clothespin.


About the time that some of the others joined me, the man caught a fish. Seizing an opportunity to play a joke, the man took the fish off of his hook and placed it on the clothespin attached to the line on my cane pole.


With all the glee that I could muster, I showed everyone the fish that I had just caught. My cousins were beside themselves in astonishment that I was able to catch a fish with only a clothespin for a hook.  

All these years later, that fish tale continues to be laughed about with my cousins. Perhaps you have a fish tale that has taken on a life of its own or a story that has seen numerous revisions and embellishments. 

Be it fish tales or tall tales, we have stories that we love to share, and the more embellishments the better. 

But in the real world and in your leadership, a more humble approach needs to be embraced.

Patrick Lencioni observed, “People who have a sense of peace that their priorities are in the right place also have a sense of humility and a realistic view of life.” And this is exactly the outcome and by-product of humility-driven leadership.

When your priorities and values are rightly aligned, you can lead with a greater sense of humility and purpose. Click To Tweet


This is not a false humility that secretly craves attention, but a humility that willingly concedes the spotlight by putting someone else in it.

On a day-to-day basis, what does humility in leadership look like? Here are a few ways to tell:

  • The humble leader listens more, talks less
  • The humble leader takes less of the credit and more of the blame
  • The humble leader seeks collaboration and input
  • The humble leader lifts others and celebrates their success
  • The humble leader takes on the mindset of a student; never stops learning
  • The humble leader is forgiving and patient with the growth challenges and mistakes of others
  • The humble leader is willing to put a fish on your clothespin in order to make you look good

Final Thoughts

Over my decades in leadership, I’ve seen leaders of every stripe. But the ones who last are the ones who do not think more highly of themselves than they should. I think it’s time to reclaim humility in leadership.

 

©2023 Doug Dickerson

 

Don’t Give Up On Your Dreams

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Ambition is the path to success. Persistence is the vehicle you arrive in. – Bill Bradley

I read a story about a turkey and a bull. One day a turkey was 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, why don’t you nibble on some of my droppings?” replied the bull. “They are filled with nutrients.”

The turkey pecked at a lump of dung and found it actually gave him enough strength to reach the lowest level.

The next day, after eating some more dung, he reached the second branch.

Finally, after the fourth night, the turkey was proudly perched at the top of the tree.

He was promptly spotted by a farmer who shot him out of the tree.


Moral of the story:

BS might get you to the top, but it won’t keep you there.

This funny story illustrates in some way the ambition that many people have – especially in leadership. 

As a leader, it’s great to have goals, dreams, and aspirations. Every leader should. But the motives behind those aspirations are what you need to pay close attention to. 

Here are a few reminders for leaders as you consider getting to the top.

There’s always a price to pay for your ambition

Your goals, dreams, and aspirations come with a price tag. In order to achieve them you must count the cost and be willing to pay it. Ambition alone will not get you to the top. But combine it with hard work and persistence, you can get there. 

Not everyone will share your dream

In leadership, you quickly learn that not everyone shares your ambitions and some will question your motives. Resolve and settle these things in your own heart and mind in the beginning because there will be some days it’s all you have to hold onto. Your journey will not be understood by everyone and you have to be OK with that. Stay true to your dreams and don’t worry about those slinging manure.

Your success will make you a target

Just as the farmer spotted the turkey at the top of the tree and shot it down, you must understand that climbing the ladder of success will at times make you a target. Others will be jealous of your success. Some will resent you for leaving them behind- not everyone will pay the price and take the journey with you while others with impure motives, will want to see you fail. Keep climbing anyway!

Final Thoughts

Take to heart the wisdom from Mark Twain who said, “Keep away from people who try to belittle your ambitions. Small people do always do that, but the really great make you feel that you, too, can become great”. And this, in part, is the key to your success. Stay away from the people who belittle you or want to hold you back. You’ve got too much invested in your dreams and goals to allow others to hold you back.

 

©2023 Doug Dickerson

You Play Like You Practice

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Practice isn’t the thing you do once you’re good. It’s the thing you do that makes you good. – Malcolm Gladwell, Outliers

Like most young kids growing up, I played my fair share of sports. Be it on the dusty baseball fields channeling our inner Hank Aaron or playing football all the while believing that we would be the next Roger Staubach.


In football practice, our coach would say to us, “Boys, if you’re gonna do it wrong, do it wrong the best you can!”. His statement puzzled me. We would go through our drills in practice and I was under the impression that he wanted it done right the first time.

But for whatever reason, there were always a few of us who just didn’t execute the drill properly. And while the coach could have chosen to be harsher in his disapproval, he opted for a more sympathetic approach for us boys just learning to play. Over time, the drills became more and more routine and our proficiency increased. That season our fierce little team went undefeated. Roger Staubach would have been proud.

I’ve heard it said in more recent years that you play as you practice. In terms of leadership, that can either be good or problematic. How you conduct yourself as a leader is important and the stakes are higher than the outcome of a rec league football game.

So when it comes to the practice of leadership, what should be your focus? What are the disciplines to pay attention to? Here are a few (in no particular order) worth your consideration.

Practice the discipline of humility

Rick Warren describes it this way, “Humility is not thinking less of yourself; it is thinking of yourself less.” Humility in leadership empowers you to be authentic before others and it demonstrates that you are willing to set aside your ego for the sake of growth.

Practice the discipline of reading

It’s been said that leaders are readers. I agree. For leaders, the learning never ends. When you practice the discipline of reading you demonstrate that you are committed to your personal growth and development.

Practice the discipline of serving

The capacity of your leadership will always be tied to your willingness to serve. It’s when you place others first, and look out for the needs of others, that you will rise as a leader. If serving is beneath you then leading is beyond you. Click To Tweet

Practice the discipline of reflection 

Your effectiveness as a leader will be gauged by your ability to think long. Reflection gives you the ability to put your present into focus and align your future with your values. Reflection keeps you grounded with purpose and clarity. This can be achieved through prayer or meditation.

Practice the discipline of generosity

Generous leaders are contagious leaders. Generous leaders practice an awareness that’s uncommon in most. They are observant of the needs of others and are always willing to give up their time and resources. In a self-absorbed culture, we need generous leaders now more than ever.

Practice the discipline of forgiveness

Leadership can be hard. So can life. And everyone is fighting a battle we know nothing about. The discipline of forgiveness can go a long way in establishing your leadership for the long haul. But know this, life is just too short to walk through it holding a grudge.

©2023 Doug Dickerson

Checking Your Bags

We all have baggage. The question is: What baggage can you deal with? – Jaime Pressly

I recently took my first trip out of the country since Covid. As a person who loves to travel it was great to once again get the proverbial passport stamp and experience a different culture.

Belize is already hot as it’s summer there. But the trip was great, the water was beautiful, and snorkeling with the stingrays and sharks at Cay Caulker was a thrill.

When it comes to air travel, of course, the more things change, the more they stay the same. I’ve traveled the world, and prefer to travel as lightly as possible. But there comes that time you have to decide whether to check a bag, carry-on only, or both. One way or another, you have to decide what you’re going to do about your bags.

In leadership, as in life, you have to decide what you’re going to do with your baggage. We all have some and how we deal with it makes all the difference. 

Here are a few lessons I’ve learned as a traveler and as a leader about carrying baggage. See if you can relate to any of the following.

Only pack the essentials

When traveling, it’s wise to only pack what you need. Keep it to the essentials. The lighter your load the farther and faster you can move. I’ve seen people pack for a week-long trip and you would have thought they were going to be gone for a month.

Leadership Tip: In leadership, excess baggage such as a poor attitude, grudges against a colleague, poor morale, etc. can weigh you and your organization down. In travel, excess baggage will cost you. It will cost you in your leadership as well. To move forward, you will have to have some items in your bags so you’d better be smart about it.

You don’t have to carry other people’s bags

You are not responsible for other people’s baggage. When maneuvering through an airport, you typically have all you can do to keep up with your own bags, much less anyone else’s. And, you never leave your bag unattended. 

Leadership Tip: In leadership, you will deal with a variety of people with differing levels of baggage – some good, some not. It’s essential as a leader that you recognize that there will be some people who will try to bring their negative baggage with them into your culture. And once it gets in, it’s hard to get it out. Just as you go through screening at the airport, you have to screen and weed out negative influences and toxic people from within your organization. 

Don’t weigh yourself down

We’ve come a long way over the years when it comes to moving about with luggage when traveling. You no longer have to bear the burden of heavy bags and moving about with them – think spinners. 

Leadership Tip: In leadership, you want to utilize every tool at your disposal and surround yourself with people who can help move things along. You don’t have to be weighed down by outdated methods and procedures. You can lighten the load for yourself and others by checking your bags carefully and packing in such a way that everyone can benefit.

 

©2023 Doug Dickerson