When Leaders Are Good Bad Examples

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

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

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

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

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

Be the example your leader is not

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

Be part of the solution

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

Be understanding of their plight

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

Be intentional about your growth

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

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

© 2016 Doug Dickerson

The Changing Work Environment Part II: Providing Autonomy

 “The way you delegate is that first you have to hire people that you really have confidence in. You won’t truly let those people feel a sense of autonomy if you don’t have confidence in them.” – Robert Pozen

In part II of our series on the changing work environment we tackle the topic of autonomy. Gone are the days when employees were willing to show up at the factory, follow orders being dictated by management, collect a paycheck, and then do it all again tomorrow. Employees aren’t mindless machines and they don’t want to be treated as such.

What does it look like?

In the changing work environment, employees are demanding more autonomy. In this new environment, employees have control over how their own work tasks get accomplished. They are trusted and encouraged to make decisions and to act in the best interest of the organization without being micromanaged.

Why is it important?

Providing autonomy shows employees that you have confidence in their judgment and ability. This inspires employees to take ownership of their work. When employees have control over their own work they are more satisfied, they take pride in the contribution, and they become loyally invested in the success of their team, department, and organization.

How do we do it?

Many management teams struggle to let go of the control they have become accustomed to for all of these years. Old ways and mindsets can be hard to overcome. Here are six ACTION steps to help you think through your current operations and to embrace autonomy.

Acknowledge the challenge of autonomy. It is critical here to understand the difference between the autonomy of the work while remaining true to the mission and vision of the organization. The two are not in competition but when done right are a compliment to one another.

Coalesce around the best ideas for autonomy. The mistake leaders make is that their idea of how it looks should prevail. But as one company leader explained it, “The one who sweeps the floor picks the broom.” How autonomy looks in your organization should be determined by those closest to the work.

Tweak along the way. Ideas that look good on paper may not play out well in reality. Don’t be afraid to go back to the drawing board as you flesh out what is and is not working for you. There is no “one size fits all” approach for how autonomy works. The key here is to be flexible and be willing to make adjustments as needed.

Invest in their success. Greater autonomy in the workplace is reinforced by leaders who have the backs of their people by empowering them and setting them up for success. Invest in your people. Put the tools and resources in their hands they need to succeed. The greater the investment the greater the autonomy. Be generous.

Ownership is a requirement. Embracing the autonomous workplace is great. But now comes the buy-in that makes it all work. Ownership, like loyalty, is a two-way street. In this model ownership is shared, trust is mutual, expectations are clear, and outcomes are measured. It’s an “all-in” attitude that if not fully subscribed to will derail all efforts of a truly autonomous workplace. Without ownership there is no autonomy.

Next Step – In order to attract and retain the best talent, your organization must offer a level of autonomy. You must provide your employees with the training and resources they need to be successful and then you must step aside and allow them to do their jobs. Show them that you have confidence in them. But, you can’t stop here. Once you have acknowledged the attitudes that are holding you back; have intentionally created a workplace culture; shown employees that you trust them; have identified incremental changes you can make; and observed the impact of those changes, it’s time to take the next step.

Be on the lookout next week for part III of The Changing Work Environment Series: Providing Choice.

© 2016 Doug Dickerson and Liz Stincelli

Liz Stincelli is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. She holds a Doctor of Management degree with an emphasis on organizational leadership. Learn more about Liz by visiting her website: www.stincelliadvisors.com

It’s Not About the Mission Statement

Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients. – Richard Branson

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

Intuitively, many leaders know that employee engagement is critical to the success of their organization. Sadly, many employees feel that their leaders in management are out of touch. In fact, forty percent in the cited survey said they don’t get their company’s vision or haven’t even seen it. How is this possible?

Let’s be clear- a mission or vision statement hanging on a wall in some obscure place in the break room is not employee engagement. Yes, a mission statement is important. It’s important that your employees understand your vision and the role they play in seeing it fulfilled. But that alone will not suffice.

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.”

Employee engagement begins with leadership engagement. Employee engagement begins with leaders who are engaged in the lives of the people who make the mission of the work possible. It’s that simple and it’s that difficult. It takes work. It means that as a leader you have to come out from behind your desk and get connected to your people. So what does leadership engagement look like and what are some core characteristics? Here are three for your consideration.

Leadership engagement is proactive.

So long as your approach to employee engagement is a reactionary one – one that responds only during a crisis- it does not qualify as a model of employee engagement. Leadership engagement, for example, says that the health and well-being of your people is important and an investment in them and will include a wellness program because you know that when your employees are healthy they will be more productive.

There are many ways to be proactive and engage your employees but sitting back and waiting to put out the next fire is not one of them. Your mission statement means little to your people so long as your commitment to them is an afterthought.

Leadership engagement is personal

A smart leader understands that people are your most appreciable asset. You can have the best business plan in the world, and the best mission statement to go along with it, but without people you are going nowhere. Leaders who excel at employee engagement understand this principle and take to heart the importance of building meaningful relationships. Your connection to your customer/clients flows through your employees. It’s so much easier for your employee to advocate for your brand and your product when the relationship with its leadership is strong.

Make it a practice of your leadership to get to know your people and build relationships. At the end of the day your people want to know that you care about them and not just the bottom line.

Leadership engagement is a practical

Employee engagement works best when at the end of the day it’s practical. Your engagement with your people is critical but is it must be practical in its application. For example; if communication within your organization is lacking and information is not reaching the right people in a timely fashion; a workshop on retirement options on Monday at 9:00 a.m. may not be the most urgent event on the calendar.

Leadership engagement is all about knowing the pulse of your organization, understanding the needs of your people, and cutting through the layers of bureaucracy to get results. Never underestimate the power of being practical.

Employee engagement issues will continue to be front and center in most organizations. There is always room for improvement. A commitment to employee engagement begins when leaders are engaged with their people.

What do you say?

© 2016 Doug Dickerson

Building Bridges and Tearing Down Walls

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

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

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

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

Loss of trust

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

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

Lack of communication

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

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

Lack of collaboration

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

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

Lack of credibility

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

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

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

What do you say?

© 2016 Doug Dickerson

Are You Checking in or Checking Out?

A leader is the one who knows the way, goes the way, and shows the way. – John Maxwell

Employee engagement is as vital to your success as a leader as ever. When a Gallup survey reports that only 30 percent of U.S. employees are engaged in their work what do you think that says about leadership engagement?

The question we would like to pose to you is simply this: are you checking in or checking out as a leader in the way you engage your people? Your answer matters because in it reside signals not just to your leadership style but to the health of your organization.

Here are a series of questions we would like to pose to you for your consideration; a check-up if you will as to your engagement levels with your people and the state of your leadership effectiveness.

Do you know your employees on an individual basis?

Like any smart leader in business you make it a priority to know your customer. Knowing your target audience is critical to your bottom line. If it is important to you to know your customer does it not stand to reason that you should know the people serving your customer?

When you don’t take the time to get to know your employees on an individual basis, it clearly shows that you don’t care. How hard will an employee work for a leader who does not care? You will not get anywhere near the productivity or quality you need from employees if you do not show that you care about their well-being.

Check-In Tip: Get to know your employees on an individual basis. How are their families? What are their hobbies? How was their recent vacation?

Do you know what is happening on the ground level?

One of the dangers leaders can find themselves in is being too far removed from the front lines of the operation. We understand that the responsibilities you face as a leader in part take you away from the front lines so it must be a priority for you to return.

There is no way for you to know everything; when you distance yourself from what is happening on the ground level it’s like putting blinders on. What issues might slip by you? What opportunities might you miss?  

Check-In Tip: Get out on the floor; make your presence the norm. Be observant and engaged with what is happening on the ground level.

Do you have the right people in the right positions?

Your effectiveness as an organization is realized not when you have a lot of people but when you have the right people in the right place. When people play to their strengths and are passionate about what they do then your organization will excel.

None of your employees want to be just a warm body, and most of your tasks require some form of specialized knowledge or skill. When you give little thought to where employees can make the greatest contribution to the organization, you are crippling your operations and minimizing the importance of individual contributions.

Check-In Tip: Learn where your employees’ strengths lie. Then place them in positions where they will be engaged and challenged while making the greatest contribution to the organization.

Can your employees count on you?

The people in your organization need to know that you are a leader who is reliable and will have their backs. You foster trust and earn respect not merely by your words but in your day-to-day actions that demonstrate your commitment to their success.

If your employees don’t feel they can count on you, we’d be willing to bet that they won’t go out of their way to be there for you either. If you send the message to your employees that it’s every man for himself, be prepared to be left standing on your own.

Check-In Tip: Show your employees that you have their backs; knowing that they can count on you is a key factor in gaining the trust and respect you need to be an effective leader.

So, are you checking in or are you checking out? As a leader, you are setting the example for employees to follow. If you are not connecting with your employees and engaging in operations at the ground level, your employees will follow suit. And, disengaged employees do not reflect well on any leader and do not benefit the organization as a whole. 

© 2016 Doug Dickerson and Elizabeth Stincelli

Liz Stincelli is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. She holds a Doctor of Management degree with an emphasis on organizational leadership. Learn more about Liz by visiting her website: www.stincelliadvisors.com

Excess Baggage: How to Lighten Your Load as a Leader

Positive thinking will let you do everything better than negative thinking will.- Zig Ziglar

Writing in The Living Faith, Lloyd C. Douglas tells the story of Thomas Hearne, who, "in his journey to the mouth of the Coppermine River, wrote that a few days after they had started on their expedition, a party of Indians stole most of their supplies. His comment on the apparent misfortune was: 'The weight of our baggage being so much lightened, our next day's journey was more swift and pleasant.'

Hearne was in route to something very interesting and important; and the loss of a few sides of bacon and a couple of bags of flour meant nothing more than an easing of the load. Had Hearne been holed in somewhere, in a cabin, resolved to spend his last days eking out an existence, and living on capital previously collected, the loss of some of his stores by plunder would probably have worried him almost to death."

As leaders we often carry a lot of baggage that weighs us down. Perhaps it is the baggage of stress, personnel issues, financial challenges, etc. It’s time to identify this baggage and make changes that will make you a more effective leader.

How different would your life be as a leader if the excess baggage you carried was lightened? Think of how much more productive your day could be without having to shoulder the weight of that baggage. Are you ready to experience it? Here’s how.

If it’s not your baggage- don’t claim it

Unfortunately, many leaders fall into the trap of trying to be all things to all people. While your heart might be in the right place it will only bog you down as a leader. It’s neither your place nor responsibility to be all things go all people or to involve yourself in matters that can easily be handled by others. While it might make you feel good or look good in the eyes of your people, it will burn you out as a leader.

As it pertains to this excess baggage it would do you well to live out the spirit of the Polish Proverb that says, “Not my circus, not my monkeys.”

Travel light for greater results

What Thomas Hearne learned from his misfortune was that the journey was more swift and pleasant with a lighter load. How much more effective could you be as a leader if your load was lightened? It’s when you cut loose from the excess baggage that weighs you down that you make the most progress.

What excess baggage is holding you back and slowing you down? For best results remember – travel light.

Get a fresh perspective

When Hearne’s load was lightened he had a different perspective. Where before it might have seemed burdensome and hard, now it was more manageable. When carrying excess baggage it’s easy to get stressed or have a bad attitude.  It was when he lost what he thought was important that he began to see things in a different light.

When you lighten your load as a leader you will get a fresh perspective of what is important, who is important, and why you should have acted sooner. Nothing will invigorate you more as a leader than a fresh perspective and a lighter load.

Get real about your priorities

Don’t be your own worst enemy. You don’t have to claim baggage (especially that from other people) that is not yours, you don’t have to be the “answer man” for everyone’s problems, and at the end of the day, you are expendable. Don’t allow your pride to tell you otherwise. That being said; get real about your priorities. Set boundaries and stick with it.

Here is an exercise for your consideration: Make a list of some of the “excess baggage” that you are dealing with at work/home and figure out what you need to take ownership of- that which is truly within the realm of your responsibility. Then make a list of what you need to cut loose. Set a target date by which you intend to free yourself from each item. Keep working the list until you are moving more swiftly and the journey is more pleasant.

Your work as a leader will be more productive and pleasant when you are focused on what belongs to you. Your stress levels will diminish when you are not worrying about baggage that does not belong to you. Don’t be afraid to lighten your load. Your leadership depends on it.

© 2016 Doug Dickerson

If These Walls Could Talk: Building a Legacy Worth Remembering

In this bright future you can't forget your past. – Bob Marley

Over the years I’ve had the privilege of visiting numerous art galleries and museums around the world. Included on the list are the National Museum of Art in Washington, D.C. and venues in other places like Boston, London, and Athens. Each have a certain appeal and allure that awaken the imagination with images and history that have enriched lives for centuries. How can one not glance upon the work of Monet, da Vinci, Raphael, or Picasso and not be inspired? The priceless pieces of work that hang on those hallowed walls is captivating.

Suppose the walls in your place of business or your organization could talk; if they could tell your story to the world, what impression would people come away with? If your place of business were to be a museum 100 years from now, what would be the main takeaway people would have about the work you did, the culture you practiced, and your contribution to those you served?

Glassdoor recently published its lists of the Best Places to Work 2016 (http://bit.ly/1lN0I2p). Companies making the list include Google, Facebook, LinkedIn, Zillow, Expedia, Delta, and topping the list: Airbnb. The winners, according to Glassdoor are “determined by the people who know these companies best—their employees.” I encourage you to read the list and reviews for yourself. But here is a key take-away - people thrive where people are valued.

If the walls of your organization could talk 100 years from now what would they say? The message a century from now is being scripted today. What is the message others will read about? Would you be embarrassed or proud? If your walls could speak, let these four things be your message.

It was a place with a purpose

Fundamentally the most important thing as it relates to your organization is to know your ‘why’. It’s as you operate in the capacity of this knowledge that everything else makes sense. Without it you are adrift and you will always struggle to find your way.

Howard Behar, former President of Starbucks writes, “At Starbucks, I’ve always said we’re not in the coffee business serving people, we’re in the people business serving coffee.” Once you know your ‘why’ your purpose becomes clear.

Let the walls talk about what a great purpose you had and that you leveraged every resource to fulfill it.

They were a people who cared

Many companies proclaim a strong company culture but fail to deliver. As such, trust is lost, morale is low, and productivity falters. Clearly stated, it’s not what you say that matters or makes the difference, it’s what you do. If the walls of your company could speak 100 years from now how would you be portrayed in terms of how you treated your people?

An employee review for MindBody (#14) in the Glassdoor article writes, “It's a culture of happiness! I've never been in such a positive environment. Management encourages you not only professionally, but in personal aspects of life too. So thankful to work for such an amazing company!” Evidently, MindBody is a company that understands this concept and is putting it into practice. At the end of the day, people don’t care how much you know until they know how much you care.

Let the walls speak with fond recollection of a company who knew the importance of caring for its people.

They overcame adversity

Today we remember triumphal moments in history not because people like the Wright brothers failed, or Edison’s lab was destroyed by fire, or that J.K. Rowling’s script for Harry Potter was rejected about a dozen times, or that Disney was fired by a newspaper because he “lacked imagination and had no original ideas”, no- we remember them because they didn’t quit!

The success of your organization rests within the will, strength, and determination of its people, to stare down adversity, and come through on the other side. It’s how every successful organization have done it and yours will not be an exception.

Let the walls tell the story of hope and inspiration and that when adversity came you didn’t back down but instead rose to the challenges of your day.

They never stopped growing

Personal growth and development is the bread and butter of leaders. Leaders who are intentional about growing and developing rise to the top. At the heart of any successful business or organization is leadership that recognizes its importance at all levels. In order to remain competitive in this global economy one must never stop growing and learning.

A review for Hubspot (#4) reads, “Leadership places a heavy emphasis on employee growth across all divisions, from tuition reimbursement to offering opportunities to take on challenges outside your core responsibilities.” That sounds to me like a company that “get’s it” and their employees applaud it.

Let the walls tell your story of relentless devotion to learning. Your commitment will ensure that your team has every resource and tool to compete and succeed. And wouldn’t it be nice if the walls would say, “They’re not done yet!”?

© 2016 Doug Dickerson

Why Do The Good Ones Leave?

If your actions inspire others to dream more, learn more, do and become more, you are a leader. – John Quincy Adams

How is the organizational culture where you work? How is morale? Depending on the day and when asked, the answers can run the gambit of responses and emotions.

A document was discovered in the ruins of a London office building. It was dated 1852. Here are a few of the notices that were posted for a group of employees: 1) This firm has reduced the hours of work, and clerical staff will only have to be present between the hours of 7 a.m. and 6 p.m. weekdays, 2) Now that the hours of business have been drastically reduced, the partaking of food is allowed between 11:30 and noon, but work will not on any account cease, 3) No talking is allowed during business hours, and 4) The craving for tobacco, wine, or spirits is a human weakness, and as such is forbidden to all members of the clerical staff.

Would you like to reconsider your answer about morale in your organization now?

Here’s what we do know from polling and surveys, like this one from Gallup (http://bit.ly/1uUCjpX) that reports employees are just not as engaged as they once were.

It’s been said that people don’t quit organizations, they quit leaders. It’s a sad but true commentary on the lack of leadership skills that are so desperately needed in the workplace.

There are consequences to poor leadership and where it’s not present, people will leave to find it. Inevitably it’s the good employees who leave. Left behind is a weakened and demoralized team forced to pick up the pieces.

But why do the good ones leave? What is the tipping point in which a good employee will cash in the chips and bolt? The specifics vary, of course, but typically the good ones leave for these reasons.

The good ones leave because of leaders with no backbone

This type of leader plays to the crowd and will say whatever he or she thinks you want to hear. The good ones had rather hear the uncomfortable truth than the pleasant sounds of an appeaser. The good ones want a leader who is not afraid to make the difficult decisions.

The good ones leave because of leaders with no vision

The good ones long for and thrive in an environment where the leader has a vision for the future, can articulate it, and sets a course of action that will take them there. The good ones understand that without a clear vision for the future there is no future to be had by staying.

The good ones leave because of leaders with no skin in the game

It will be hard to command the respect of your people if you have no skin in the game as it relates to your organization and its mission. You can’t expect a buy-in from your people if you are not fully invested yourself. The good ones seek to be with leaders who are as passionately invested as they are.

The good ones leave because of leaders who place limits on their potential

The good ones will thrive in a culture of excellence where their hard work and talents are put to best use. The good ones will not sit idly by while the leader plays politics or favorites and be denied the opportunity to advance professionally.

The good ones leave because of leaders with no accountability

The good ones fundamentally understand that accountability and transparency are the cornerstones of success. When a leader no longer feels the need to be transparent or be accountable for his or her actions, then the good ones will not stay. Trust is like glue for the leader, is there is none, people won’t stick.

The good ones leave because of leaders with no boundaries

Ultimately, the leader is responsible for the culture of the organization. If proper boundaries are not being observed and inappropriate behaviors are being tolerated- such as bullying, then the good ones will not stay in that environment.

The good ones leave because of leaders with no integrity

At the end of the day it all comes down to the integrity of the leader. The good ones want their leader to be a person of integrity and one they can trust. If integrity is lacking in the leader then integrity will be lacking in the culture. The good ones will leave to avoid the connection.

Many personal factors contribute to the reasons why the good ones tend to leave and move on. I’ve discovered that it’s not always for the money or a promotion. The good ones understand the wisdom of the words of John Maxwell who said, “Everything rises and falls on leadership.” That’s why the good ones leave- to be with good leaders.

What do you say?

© 2016 Doug Dickerson

Empowerment or Endangerment: How Your Leadership Makes the Difference

The people’s capacity to achieve is determined by the leader’s ability to empower – John Maxwell

Most leaders I know like to believe that they are making a difference in their organization. Ask most and they will affirm that they are. I’m sure you are one of them and that you strive to make a difference daily.

But if we take a closer look a different story emerges in some instances. Research by Gallup (http://bit.ly/1uUCjpX) in 2014 shows that only 13 percent of all employees are “highly engaged” and 26 percent are “actively disengaged”.  While not all companies have an employee engagement issue as mentioned here there are leadership lessons to be applied nonetheless.

On what level are leaders making a significant impact in their organizations if only 13 percent are highly engaged? Where is the reconciliation point between employers who believe that they are engaged and employees who believe that they are not? What rubric determines success and failure in this area?

One of the keys to bridging the gap rests with the leader’s mandate to empower his or her team. As a leader you are either empowering your team or you are endangering it. Here are five ways to know the difference.

Empowerment is an investment of your trust

Trust is essential to your success as a leader. You must first earn the trust of the people that you lead. Without trust you have nothing. But your investment as a leader in your people is a game changer when you unleash their potential to perform. When empowered and trusted the commitment level of your team members will go through the roof and performance will be off the charts. But this is where it begins or ends.

As a leader you endanger your organization and your team if you do not trust them and empower them to do their jobs.

Empowerment is an acknowledgment of your security

Leaders who are secure in their own strengths and abilities have no pause to empower others. Only secure leaders can give power away. It’s based upon the first principle mentioned here- trust. Confident and secure leaders set the tone and raise the bar for all leaders in their organization to follow. Show me a leader who is secure in his or her leadership and their ability to empower others and I will show you a confident team moving forward.

As a leader you endanger your team when you allow your insecurities to cloud your judgment and disrespect your people. Get over yourself and empower your people.

Empowerment is an expression of your adaptability

The old adage says that change is the only constant. Your relevance as a leader is connected to your ability to change. By empowering your people and unleashing their creativity you position your organization to stay current and competitive. Empowerment is a great change agent and without it you render your organization irrelevant.

As a leader you endanger yourself and your team when you lose your capacity to change. Keep your values intact and remain grounded to core principles, but always be willing to change your methods.

Empowerment is a reflection of your culture

Name any of the top successful companies you’d like such as Google, Apple, Amazon, Starbucks, Verizon, FedEx, Walt Disney, etc. and you will find that a culture of empowerment is a shared trait. Engaged leaders are attentive and intentional about creating a culture where people are valued, respected, trusted, and empowered. It’s the secret sauce of success.

As a leader you endanger your team and the culture that could be enjoyed by hoarding the power. It’s not about how much power you have but in how much you give away.

Empowerment is the blueprint of your success

Your growth and development as a leader comes with certain responsibilities and obligations. It’s to empower those around you and the next generation of leaders who follow. Simply put; it’s not about you. The level of success you wish to achieve is proportional to your commitment to empower those around you. A sampling of your blueprint to success for you and tour team should read like this: empowered, equipped, trusted, engaged, committed, etc. Is the picture becoming clearer?

As a leader you endanger your team and its future by neglecting the responsibilities of your leadership. Your leadership can make greater impact and be more rewarding when you realize it’s simply a tool of empowerment.

Are you empowering or endangering?

© 2016 Doug Dickerson

*For more information on my Employee Engagement workshop visit: http://bit.ly/1LyApZU

How Hidden Agendas Impact Organizational Success

“In reality, there are very few villains who view themselves as villains. They just have a certain agenda at a certain time.” —Michael Jai White

Hidden agendas make it impossible to unite your team and achieve shared success. They destroy trust and eliminate any hope for transparency. When hidden agendas are in play in your organization, your team is divided and it is every man for himself. When leaders and employees have their own agenda, they are looking out for their own best interest and not the interest of the whole. Here’s how.

Hidden agendas reveal motives

When you, as a leader, have a hidden agenda employees will begin to perceive you as devious. They will start to question your motives, words, and actions. Soon you lose their trust. Without trust, you lose your ability to influence others.

Hidden agendas are self-serving

When employees operate based on hidden agendas, they are working toward their own goals and what will benefit them the most. In order for an organization to be successful, every participant must be working toward the same goal.

Hidden agendas jeopardize morale

Hidden agendas are perhaps the single greatest morale buster within your organization. They conceal true motives and are in many ways deceiving. Once exposed it can leave your team feeling demoralized and betrayed. When morale has been compromised your effectiveness will suffer.

Hidden agendas endanger your company’s future

We can’t state it emphatically enough – hidden agendas on many fronts are a threat that reaches beyond the scope of your internal structure. Unfortunately, identifying hidden agendas can be difficult. Addressing them in time can be a real challenge for you as a leader. Here are a few questions that can help shed some light on hidden agendas and help you as a leader before it is too late.

Are we driven by our values or by our profits?

When you and your people are driven by values rather than by profits then hidden agendas become less important. When the driving force behind your organization is to put people over profits, honesty above cutting corners, and integrity over deception then the profits will follow.

Does our communication foster accountability and growth?

Open communication is the life-blood of a sound organizational structure. But it must go beyond that by holding people accountable for what they say and do. When the lines of communication are flowing and everyone’s voice is being heard then hidden agendas are more readily identified and confronted.

Are we building strong relationships within our teams?

We accomplish nothing alone. We need the collaboration and participation of every member of the team. In order to be successful, we must build strong relationships within our teams. And, relationships are based on trust; there can be no trust when hidden agendas are in play.

Are we working toward shared goals?

If we are not working together toward shared goals, each member of your team will be working toward their own goals. This is where hidden agendas take form. Each team member focuses their energies on doing and getting whatever they need to be successful regardless of how it will affect the success of the team as a whole.

None of us set out to intentionally undermine the success of our organization but, this is exactly what happens when hidden agendas are at work. Our motives become questionable. Our actions become self-serving. We jeopardize morale. And, we end up endangering the future of our company.

Our objective here is to not only raise awareness to the pitfalls of hidden agendas but to show a better way. The strength of your organization is found in its people working together toward shared goals and values. When hidden agendas are put to rest then the team can move forward together.

© 2016 Doug Dickerson and Elizabeth Stincelli

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

On The Brink and Out the Door: How Employers Can Build a Culture that Matters

People don’t quit companies, they quit lousy bosses. – Jimmy Collins

I was in the car not long ago listening to an episode of the Dave Ramsey Show (http://bit.ly/NfZIDm) when a caller was describing to Dave how her husband was ready to quit his six-figure income because of a toxic work environment that had pushed him to the brink.

I couldn’t help but wonder how a person in such a financially secure position could walk away from it due to deplorable working conditions. Unfortunately, it’s a wide spread  problem for far too many people.

A Benefits Pro article (http://bit.ly/1ZZ4oeU) reveals some of the top reasons why many in the workplace are ready to bolt. Among the top reasons are: Low pay, awful commute, unreasonable workload, annoying co-workers, poor work/life balance, lack of opportunity for advancement, the boss, and layoff/firing fear, to name a few.

If you were to give yourself an honest assessment of your present circumstance would you find yourself in the position like the lady talking to Ramsey or perhaps a person described in the article above who for whatever the reason were ready to quit?

Perhaps you are an employer who is trying to make sense of poor morale and attitudes that reflect a disengagement that troubles you. Here are some steps you can take to begin to close the gap and build a culture that matters.

Look in the mirror

Building the kind of company workers would never dream of leaving begins by being the kind of leader everyone wants to follow. If workers are ready to walk out the door making six figures it likely has less to do with the company and more to do with the leader. Never stop growing and learning as a leader and before you try to grow others, grow yourself.

Get connected

It was John Maxwell who said, “People don’t care how much you know until they know how much you care.” Unless you get this right, your organization will be a revolving door of talent who can and will go elsewhere. Building your company begins by building relationships. When your people mean more to you than your profits you will never have to worry about people walking out the door.

Build bridges

Building a culture of trust and openness begins when you connect your people to one another. While job descriptions and responsibilities may vary it is important that each person see the value of his or her role. Job titles and duties may vary but everyone brings talent and skills needed for success. Building a culture that matters begins when you bring people together, not when you keep them apart.

Embrace change

Building a culture that matters can only happen in an environment where change is allowed. The way things were done twenty years ago may have served you well at the time but how is it working now? Employee engagement is essential to your success and creative options exist today on levels that were not present a decade or two ago. Many an organization have lost their competitive edge simply because they were not ahead the curve as it relates to change. Don’t let your inability to change be the reason your best and brightest flee.

Be willing to prune

The truth is, some people are never happy unless they are unhappy. They are chronic complainers and whiners. They have bad attitudes and are the laggards on every decision to move forward. For them the glass is always half empty and they are always finding fault along with sowing seeds of strife. The old saying goes, “What you tolerate, you promote.”  In order to build a culture that matters in which everyone can thrive and reach their potential you must accept the reality that not everyone can or should take the journey with you. Let them go.

Give ownership

When your people are empowered they will seldom disappoint. It’s an age old principle that has been proven time and time again. When people have ownership and the power to make decisions at the closest level to the problem they will succeed. Sometimes the best thing you can do as a leader is to get out of the way. When there is a shared ownership of the mission and vision then everyone has a stake in the outcome. The key for you as a leader is to welcome your people into the process, not shut them out.

These are but a few practical steps that if implemented can start a process of closing your revolving door and building the kind of culture that you and your people can take pride in. Are you ready to get started?

© 2016 Doug Dickerson

Transformational Leadership Webinar

On Thursday, January 28^th at 7 p.m. EST, I am teaming up with my good friend and prolific leadership author John Patrick Hickey as we present the Transformational Leadership Webinar.

We will share our insights on transformational leadership and how you can take your leadership to the next level.

Space is limited so be sure to reserve your spot today. At only $15 this is an investment in your leadership you will not want to miss.

To reserve your spot go to http://www.johnpatrickhickey.com/ and register today!