What’s on Your Success List?

Things which matter most must never be at the mercy of things which matter least. – Johann Wolfgang von Goethe

The story is told of a new bank president who met with his predecessor and said, "I would like to know what have been the keys to your success." The older gentleman looked at him and replied, "Young man, I can sum it up in two words: Good decisions." To that the young man responded, "I thank you immensely for that advice, sir, but how does one come to know which are the good decisions?" "One word, young man," replied the sage. "Experience." "That's all well and good," said the younger, "but how does one get experience?" "Two words," said the elder. "Bad decisions."

Years ago, like many I suppose, I was programmed to equate success in terms of what I was able to cross off of my “to-do” list at any given time. As each item that was transcribed onto the list was successfully completed it somehow gave me a sense of accomplishment. But the euphoric feeling didn’t last long as a new list soon replaced it and the process started all over again.

As time went by I began to see and understand the frustration associated with this hamster wheel approach of measuring success. I was running myself ragged checking off “to-do’s” which ultimately culminated with an empty feeling on the inside and little to show for it outside. Can you relate?

Allow me to introduce you to a few key takeaways from the book The One Thing, by Gary Keller (Order on Amazon at http://amzn.to/2c6nqje) that I believe will empower you as a leader. Keller devotes a powerful chapter to the myth that everything matters equally. Here are three key thoughts worth consideration.

You need a success list not a to-do list

The key thought here is that your to-do list tends to be long whereas your success list tends to be short. “If your to-do list contains everything,” says Keller, “then it’s probably taking you everywhere but where you really want to go.”  Focus more on what you should do and less on what you could do. Keller adds, “Instead of a to-do list, you need a success list- a list that is purposefully created around extraordinary results.” Your success begins with the way you frame it and define it. Success is not measured by checking off the to-do list, it is measured by what you check off of your success list.

Not everything is equal

Being busy does not necessarily translate into being successful. We succumb to the tyranny of the urgent and we end up chasing rabbits all over the place. In the end, the rabbit wins and you are worn out, frustrated, and empty-handed. Keller observes, “When everything feels urgent and important, everything seems equal. We become active and busy, but this doesn’t actually move us any closer to success. Activity is often unrelated to productivity, and busyness rarely takes care of business.” When you remember that not everything is equal many things can come off your to-do list.

Work from your priorities

Successful people have a clear set of priorities. They think and act different. They have an “eye for the essential.” The crux of the matter, as Keller points out is that “the majority of what you want will come from the minority of what you do. Extraordinary results are disproportionally created by fewer actions than most realize.” Success comes not from a long to-do list you check off one by one, it come from focusing your time, energy, and creativity around a short list that you have prioritized (Pareto’s 80/20 principle). Success is not doing many things half-heartedly, it is achieved by making the list smaller and smaller and pouring yourself into it.

Making the transition from busy to productive to successful comes about as you make your list smaller not larger. It comes from clear priorities and understanding that not everything is equal. Do yourself a favor as a leader and get off the hamster wheel of being busy and start being successful. It will make all the difference in the world.

What’s on your success list?

© 2016 Doug Dickerson

The Changing Work Environment Part III: Providing Choice

“I believe happiness is a choice. Some days it is a very difficult choice.” – Steve Gleason

Our three part series on the changing work environment was inspired by findings in the Staples Advantage Workplace Index (http://bit.ly/1ULVQr7). Findings in the report reveal that half of workers state feeling overworked is motivating them to look for a new job, 62% say wellness programs are a selling point when looking for a new job, but only 35% actually have a wellness program at their current job, 3 out of 4 respondents say their employers don’t give them access to the latest technology to do their job efficiently. You can read more by clicking on the link and reading the full report.

In part III of our series ( In part one we talked about providing flexibility and in part two last week we discussed providing autonomy) on the changing work environment we discuss the importance of providing choice. Employees are not willing to give 100% to a job where they feel trapped. They want opportunity and they want choice.

What does it look like?

In the changing work environment, employees want to know that they have choices. In this new environment management is not dictating ‘how’ everything gets done. Employees are given the ‘what’ and the ‘why’, and then they are given the opportunity to make decisions and design how their work gets done to meet the goals of the company. In addition, they are empowered with the training and resources they need to be successful.

Why is it important?

Employees want to know that they are making a valuable contribution to something bigger than themselves; they want to feel truly invested in their work. When employees have choices, they have a sense of control which shows them that their input is valuable. It tells them they are trusted and are important.

Not long ago Glassdoor published its list of the Best Places to Work 2016 (http://bit.ly/1lN0I2p).  Topping the list was Airbnb. 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!” That sounds to us like a company that understands the value of their employees and wants them to succeed.

How do we do it?

Providing choice requires management to let go of the control they have clung to in the past. Old habits can be hard to break; here are six ACTION steps to help you think through your current operations and to embrace providing choice.

 Accountability – The ebb and flow of an organization that provides flexibility, autonomy, and choice hinges on accountability. Regardless of what the organizational structure looks like or how teams are assembled it all comes down to mutual accountability if it is going to succeed.

Collaborate – In this changing work environment collaboration may take on a new look as well. Your box approach to thinking may now look more like a circle that makes room for more people, new ideas, and greater potential. If your workplace environment changes so too must the way you work with others also change.

Train – John Maxwell said, “The people’s capacity to achieve is determined by their leader’s ability to empower.” This is so true in the changing work environment. Training is essential not just for your success today but how you will look and operate five years from now and beyond.

Inspire – What your people need to see as they embrace a new work environment is greater ownership, greater opportunity for growth, and more control over their future. Inspire your people to the possibilities before them and remind them of it often.

Opportunity – The changing workplace environment can be frightening for people who have no voice in the direction they are going or have not bought-in to the vision. If one’s opportunity is not clear to them they will be the last to embrace change. Be vocal, be clear, and be out front with the opportunities that exist and for the ones they will create.

Now – The time for creating this new workplace environment is now. And we would like to remind you of what we advised in part one of this series. Take baby steps and tackle one or two small changes that you can implement right away. Be intentional about your changes and make them gradually. Include your people when charting the course. But get started!

© 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

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

The Changing Work Environment Part I: Providing Flexibility

“To make flexibility work, it is not only necessary to change our attitude about who is a good worker and who is not, but we have to train managers at all levels to recognize the difference between the number of hours worked and the quality of work produced.” – Madeleine M. Kunin

Recent findings in the Staples Business Advantage Workplace Index (http://bit.ly/1ULVQr7) reveal exciting and challenging trends in the modern workplace. The changing work environment sees fewer employees working standardized hours. Technology now allows employees to work from any location. The global economy requires the ability to conduct business on a non-standardized schedule. 

That the workplace is changing comes as no surprise to those paying attention. Preparing for it can be a challenge. It is in this context we begin a three part series that explores this topic in hopes of raising awareness and starting a conversation about solutions.

What does it look like?

While this is not a new concept for many organizations it is nonetheless an approach whose time has come and it deserves a second look. In the changing work environment employees are encouraged to work, within reason, a schedule that works for them. The emphasis is more on task accomplishment than on hours in the office.

The shift toward this approach, like any new idea or concept, begins with the leadership of the organization. New attitudes must be embraced if new ways of competing in the global economy is going to work for you. In short- flexibility must give way to adaptability which in turn gives way to greater productivity.

Why is it important?

A good workforce is the foundation of every successful business. It’s no longer about work-life balance. Employees want work to fit seamlessly into their personal lives. If you want to attract and keep high performing employees, you are going to have to provide the flexibility they desire.

The Staples Index revealed that burnout and employee engagement is a major concern among employees. When asked what would help turn that around the number one response was workplace flexibility. While we embrace a strong work ethic and productivity, perhaps organizations would be better served not by employees who are burned out but by employees who are empowered and inspired by greater flexibility and control over their schedules. 

How do we do it?

What if we change the way we look at employees, from working for us as an employee, to working with us more like an independent contractor?

In many organizations righting the course can take time. 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 flexibility.

Acknowledge – It’s time to bring your team together and acknowledge attitudes and mindsets that are holding you back. It’s time to take an honest look at what is and is not working. It’s time to quit clinging to traditions and think about the future.

Create – The flexibility you desire and production goals you set are the ones you create with intentionality. What will your future look like? What will employee engagement in your workplace culture look like? It looks like what you create!

Trust– Show your employees that you know that you have hired the right people for the right positions. Let them see through your actions that you trust them to operate in the best interest of the organization without the need for micromanagement. Give them the resources they need and then let them do their job.

Identify- Identify one or two small changes that you can implement right away to signal that the desire for flexibility is being recognized. Regardless of how big or small, just do it. Baby steps are acceptable. Now, identify one or two “old ways” of doing things and let them go. Identifying change and creating change can be done, and is best done incrementally.

Observe – How are employees responding to the incremental changes you are implementing? How is your culture being impacted? What should your next step be? Ask employees for their input; involve them in the development of the plan going forward.

Next Step – Offering flexibility is a great starting point for attracting the best talent and staying agile in the changing work environment. 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 II of The Changing Work Environment Series: Providing Autonomy.

© 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

Three Questions For The Gray Areas of Leadership

I love the gray areas, but I like the gray areas as considered by bright, educated, courageous people. – Alan Furst

A story is told of Lord Halifax, a former foreign secretary of Great Britain, who once shared a railway compartment with two prim-looking spinsters. A few moments before reaching his destination the train passed through a tunnel. In the utter darkness Halifax kissed the back of his hand noisily several times.

When the train drew into the station, he rose, lifted his hat, and in a gentlemanly way said, "May I thank whichever one of you two ladies I am indebted to for the charming incident in the tunnel." He then beat a hasty retreat, leaving the two ladies glaring at each other.

I can just imagine the reaction of the two ladies when Lord Halifax left the compartment. Do you think they ever figured out that they had both been played? What lingering doubts did they leave with?

As leaders we pride ourselves in our values, missional statements, and principles that we subscribe to personally and professionally. But sooner or later our beliefs and assumptions will be challenged. Gray areas will emerge. What we once thought of in strict black and white terms become clouded. Now what?

Here are three guiding questions worth asking when the answers aren’t so clear.

1.      What does my head say?

When faced with gray areas in your leadership you can use your cognitive skills to walk       through all available options. Not every circumstance you face as a leader is going to have an answer readily available in some employee manual collecting dust on a shelf somewhere. There will be situations thrown at you that you didn’t prepare for nor did you see coming.

The key for you as a leader is to think through the situation and in a level-headed way in order to chart a path forward. One simple way to navigate through the gray area is to ask how your decision will either uphold or take away from your values.

2.      What does my heart say?

Gray areas compel us to think different. We wrestle with the gray areas because intuitively we know that life is not always predictable. Stuff happens. Our cognitive skills are important, but there does come a time we have to think with our hearts. Some situations call for emotional intelligence to find the answers we need.

The key for you as a leader is striking a balance between what you know in your heart and what you know in your head. How do you reconcile the two in gray areas to arrive at the best solution?

3.      What does my history say?

As a leader no doubt you’ve struggled with gray areas. Beliefs that you once thought were “settled” some time ago suddenly resurface and challenge your beliefs today. I’ve been there many times. Your growth as a leader is always evolving. The challenges you faced five, ten, twenty years ago are going to look different from the challenges you face today. And they should.

The key to dealing with gray areas in your leadership is to utilize all three questions in your approach. Welcome gray areas as an opportunity to grow and develop as a leader. In the end; trust your head, trust your heart, and lean on your history. This is where your judgment in dealing with the gray areas has been formed.

© 2016 Doug Dickerson

Six Ways To Rise Above Your Critics

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Leadership Lessons from Pat Summitt

“She could have coached any team, any sport, men’s or women’s. It wouldn’t have mattered, because Pat could flat-out coach. I will miss her dearly, and I am honored to call her my friend.” – Peyton Manning

As a native Tennessean and a proud member of Vol Nation, I was deeply saddened by the recent passing of legendary Coach Pat Summitt. Her passing due to Alzheimer’s at the age of 64 was a great loss and it’s hard to put into words how deeply she will be missed.

There is no doubt Pat Summitt made her mark on the game of women’s basketball. For almost 40 years as the head coach she led the Lady Vols to 8 national championships, 31 consecutive NCAA tournaments, and amassed along the way a record of 1,098 wins.

I had the honor of meeting Pat Summitt a few times and she was always gracious and a class act. Her leadership on and off the court was truly inspiring. Her legacy will live on in her players and in the coaches who served alongside of her and through the work of her foundation.

I’d like to share with you a few of my favorite Pat Summitt quotes for your consideration and how they might be a source of inspiration for you.

“It’s harder to stay on top than it is to make the climb. Continue to seek now goals.”

“Success is a project that’s always under construction.”

“Here’s how I am going to beat you. I’m going to outwork you. That’s it. That’s all there is to it.”

“There is always someone better than you. Whatever it is that you for a living, chances are, you will run into a situation in which you are not as talented as the person next to you. That's when being a competitor can make a difference in your fortunes.”

“Teamwork is what makes common people capable of achieving uncommon results.”

“You can’t always be the most talented person in the room. But you can be the most competitive.”

“If you don't want responsibility, don't sit in the big chair. To be successful, you must accept full responsibility.”

“I'm someone who will push you beyond all reasonable limits. Someone who will ask you not to just fulfill your potential but to exceed it. Someone who will expect more from you than you may believe you are capable of.”

“When a player makes a mistake, you always want to put them back in quickly -- you don’t just berate them and sit them down with no chance of redemption.”

“Quit? Quit? We keep score in life because it matters. It counts. Too many people opt out and never discover their own abilities, because they fear failure. They don’t understand commitment. When you learn to keep fighting in the face of potential failure, it gives you a larger skill set to do what you want to do.”

When reading her quotes you get a glimpse into what made her not only a great coach but a great mentor, friend, and inspiration to so many.

In honor or her legacy I’d like to encourage my readers who are so inclined in joining me in making a donation to The Pat Summitt Foundation. The foundation works in partnership with the University of Tennessee Medical Center for research in finding a cure for Alzheimer’s. Visit the website at: http://www.patsummitt.org/

© 2016 Doug Dickerson

The Measure of Your Worth

Try not to become a man of success, but rather try to become a man of value. – Albert Einstein

Perhaps no composer has captured the musical heart and soul of America as did Irving Berlin. In addition to familiar favorites such as "God Bless America" and "Easter Parade," he wrote, "I'm Dreaming of a White Christmas," which still ranks as the all-time best-selling musical score. In an interview for the San Diego Union, Don Freemand asked Berlin, "Is there any question you've never been asked that you would like someone to ask you?" "Well, yes, there is one," he replied. "'What do you think of the many songs you've written that didn't become hits?' My reply would be that I still think they are wonderful."

When it comes to the value that is placed upon you as a leader, regardless of the industry you are in, there is a formula for calculating your worth that is possibly being overlooked.

Certain things continually show up in the rubric of work that are measurements of success that people look to in order to prescribe your worth. Fair or not, that tends to be the norm. Performance reviews center around one’s ability to stay on task, how well he/she works with others, meeting specified goals, contributions to the bottom line etc. (all of which are important and are not meant to be diminished here).

Go back to the story for a moment. While Irving Berlin was famous for the songs we all know and love, he was equally as proud of the ones that did not become hits. It serves as a great reminder for us as leaders. Do you think anyone would think less of Berlin as a gifted singer for recording songs that did not make it to the top of the charts? No.

But herein lies the dilemma. There are countless leaders the world over who daily contribute in thousands of different ways to their respective organizations who do not get the recognition, notoriety, and fame like some do. Does that make them any less a leader in their own right? Certainly not!

Allow me to give you a word of encouragement and a few simple reminders of just how valuable you are as a leader and as a person even if you feel like no one sees, no one cares, or if no one is paying attention. I’d like to frame it from an excerpt from Mother Teresa’s “Do It Anyway” poem.

“If you are kind, people may accuse you of selfish, ulterior motives.  Be kind anyway.”

Your worth as a leader is not based upon what other people think or say about you. Be kind and find your lane to operate in and don’t allow yourself to be defined by your critics.

“If you are honest and sincere people may deceive you.  Be honest and sincere anyway.”

Your worth as a leader may be underestimated by those who mistake your honesty and character for weakness. It’s not. And when others try to deceive you they will soon learn that lesson the hard way.

“What you spend years creating, others could destroy overnight.  Create anyway.”

Your worth as a leader is found in the value that you add to others. It is also reflective in the value that you bring to your organization. Others may by their actions and attitudes tear down or destroy, but keep building anyway.

“If you find serenity and happiness, some may be jealous.  Be happy anyway.”

Your worth as a leader is found in your ability to lay your head down at night and be at peace with yourself, with others, and with your Creator. The serenity in your heart the happiness on your countenance may make others jealous, but your worth is not measured by their unhappiness. You have happiness in your heart for a reason. Don’t give it up.

“Give the best you have, and it will never be enough.  Give your best anyway.”

Your worth as a leader is not found it what you take but in what you give. Although in the grand scheme of things it may never be deemed enough, give your best anyway. The measure of your worth and your value as a leader is not defined by where others think you’ve come up short but by what’s in your heart. Keep giving your best!

“In the final analysis, it is between you and God.  It was never between you and them anyway.”

Take this one last piece of encouragement to heart. At the end of the day this what you hang your hat on. Be encouraged. Stay strong. Keep serving. You now know who’s keeping score.

© 2016 Doug Dickerson

Leadership Lessons from The Masters

The size of your success is measured by the strength of your desire; the size of your dream; and how you handle disappointment along the way. -  Robert Kiyosaki

I am a lifelong golf fan. I came up in the era of Nicklaus, Palmer, Player, Trevino, Floyd, to name a few. Golf, in the words of Arnold Palmer is, “Deceptively simple and endlessly complicated; it satisfies the soul and frustrates the intellect. It is at the same time rewarding and maddening - and it is without a doubt the greatest game mankind has ever invented.” And it’s why I love the game.

Last Sunday at The Masters was both exciting and gut-wrenching to watch at the same time. The masterful play of Jordan Spieth on the front nine was truly remarkable (rewarding)-then came the back nine (maddening). The coronation of Spieth winning a second green jacket was placed on hold as the unthinkable happened on the 12^th.

Life has a way of throwing us curves and what we thought was a certainty turns out to be anything but that. As leaders we face our share of circumstances when things don’t go as planned and we have to find a new way forward.

Golf has a way of teaching us about life and leadership. The Masters proved it. Here are a few takeaways.

It’s not whether you win or lose; it’s how you play the game

On the first nine Jordan Spieth put on a clinic. He closed out the front nine with four birdies in a row. He seemed unstoppable. The front nine revealed a confidence seldom seen in a 22-year old golfer at the top of his game. The back nine revealed his character in adversity.

Adversity has a way of introducing us to ourselves. In post- round interviews Spieth showed a maturity that made the game proud and left us with little doubt that while that loss will sting, he will be back.

Leadership Takeaway: Character is not developed in adversity it is revealed.

Even the best make mistakes

Ranked at number 2 in the world, it was not a fluke that Spieth was in the final pairing last Sunday. Even after the infamous “meltdown” he still had an opportunity to come back and win. And while it wasn’t meant to be this year, it would be foolish to count him out next year or anytime in the foreseeable future.

Hang around in leadership long enough and you will get acquainted with bad shots. You will understand the disappointment of a target you did not reach. It happens to the best of leaders. Mistakes are the pavement on the road to success. It’s not a matter of if you will fail; but how.

Leadership Takeaway: You are not defined by your mistakes you are defined by your response to mistakes.

Not everything goes according to plan

A lot of variables are taken into consideration when playing a round of golf. The pros rely on their caddies to help them with yardage to the pin, wind conditions, whether to lay up or go for the long shot, how fast/slow the greens are playing, etc. Nothing is left to chance. But after every consideration is taken into account it all comes down to the golfer to execute.

As a leader you can have a strategy for your business- expectations for sales, customer service, and employee engagement. But despite your best plans and strategies things may not go according to script. You have to make adjustments and play the hand you are dealt. It’s what Spieth had to do and as a leader you will do the same.

Leadership Takeaway: One bad swing can change your game plan. Be flexible and confident in knowing that you will recover.

Keep swinging

I can only imagine the disappointment that was going through Spieth’s mind on the 12^th hole. Moments earlier it had almost seemed like a mere formality that had he continued to play even at par, he would go on to win the tournament.

One of the greatest challenges you will have in leadership is not how to stay strong when times are good, but how to keep swinging when you feel like walking away. Sound familiar? Yet, what Spieth demonstrated, and what we all have to do, is to keep swinging in spite of the disappointment.

Leadership Takeway: Disappoint and setbacks will challenge you as a leader. No matter what comes your way – never give up and keep swinging!

© 2016 Doug Dickerson

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.

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!

Three Characteristics of Exemplary Leaders

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

A story is told of Gen. George C. Marshall when upon taking command of the Infantry School at Fort Benning, GA, 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. Leadership by example.

Many a leader want to equip their teams to achieve certain results, move the company forward, set new sales records, etc., but fall short at the most basics leadership practices to get there.

Living a life of exemplary leadership is not an elusive goal that only a select few can attain. You can live it every day if you will simply follow the example of Gen. Marshall. Here are three observations from the story that can elevate your leadership.

Exemplary leaders are decisive

Arriving at Ft. Benning, Gen. Marshall found run-down conditions. Rather than assess blame or pull rank by assigning the task to men under his command, he took decisive action and began the work himself.

There is a time and place to forge strategy, communicate across the spectrum, and otherwise set plans into motion that will best serve your organization. But there is also a time to act.

Do you want to be a decisive leader? Exemplary leaders are those who see what needs to be done and do it.

Exemplary leaders are engaged

One of the largest complaints among employees that you will find in most any survey is that they have a manager or boss who is disengaged. In fact, in a story by US News and World Report, (http://bit.ly/1O7c5vT) it was revealed that, “Only 18 percent of managers at U.S. jobs had “high talent” for leadership skills, including the ability to encourage accountability in the workplace, motivate workers and build relationships with them.” Sobering, isn’t it?

Being engaged as a leader can’t be phoned in, faked, nor neglected. If you want to lead on a level that engages your team then you have to be engaged with your people and be intentional about creating a culture in which your people can thrive.

Do you want to be an engaged leader? Just as Gen. Marshall took out the paint brush and went to work, so too must you roll up your sleeves and not be afraid to get your hands dirty. Get engaged and get involved with your people.

Exemplary leaders take responsibility

Maybe in some circles taking responsibility has become a lost art, but it still works. Upon arriving at Ft. Benning, Gen Marshall saw what had to be done and went to work. Beneath the dignity of a General? Maybe. Below his pay grade. No doubt. But exemplary leaders are not worried about either- they just see what needs to be done and get busy.

Peter Drucker said, “Rank does not confer privilege or give power. It imposes responsibility.” And that is the essence of exemplary leaders. When you worry less about your title and position and more about the responsibilities that come with it the greater your impact you will have as a leader.

Do you want to be a responsible leader? Play the hand you are dealt. Find solutions and not fault. Set the example by being the example of what exemplary leadership is all about.

©2016 Doug Dickerson

Three Leadership Lessons from Rudolph the Red Nosed Reindeer

Then all the reindeer loved him as they shouted out with glee, Rudolph the Red-nosed reindeer, you’ll go down in history!- Robert L. May

For many years, the story goes; Montgomery Ward department store in Chicago purchased and gave away coloring books as a promotional during the Christmas season. In 1939, company executives wanted to do something that would both reduce costs and be new and different.

To help with the new project they turned to Robert L. May, a 34-year old Montgomery Ward copywriter who was known to dabble in children’s limericks and stories. His creation was a short story written in rhyming verse and differed from the version known today. The original Rudolph lived in the woods with his loving parents far from the North Pole.

May’s story became an immediate success. Montgomery Ward gave away 2.4 million copies of the story in 1939 and by 1946, despite wartime paper shortages; over 6 million copies had been distributed. Faced with large medical bills because of his wife’s battle with cancer, May asked Montgomery Ward officials if he could have the copyright to Rudolph turned over to him. The company agreed and that same year the story was published commercially.

May also asked his brother-in-law, songwriter Johnny Marks, to adapt his basic story idea to music. When Marks was done, one singer after another, including Bing Crosby, declined to record the song. Finally, in 1949, Gene Autry accepted and Rudolph the Red-Nosed Reindeer shot to the top of the charts. Autry’s version is now the second bestselling Christmas song of all time, surpassed only by Crosby’s White Christmas.

From the song Rudolph the Red-Nosed Reindeer, come leadership lessons that are still applicable today. Here are three leadership lessons that will serve you well regardless of the season.

We all have natural gifts and abilities

Rudolph was the object of scorn by the other reindeer who mistakenly thought that because he was different from the others he didn’t have anything to contribute.

We all come in different shapes, sizes, and with unique gifts. It is not in the similarities that we stand out, but in our differences. The gifts and talents you bring to the table of your business or organization may not look like anything else in your company, but that is your gift. As you embrace and celebrate those gifts, others will also come to appreciate what you have to offer.

We all face opposition

Because his appearance was different from others around him, Rudolph faced opposition. There will always be an element of people who will oppose you not based on your appearance as in the story, but because you have a different perspective, you have a different attitude, and you bring an optimistic mindset to the challenges your company faces.

When you embrace that which causes you to stand out you are on your way to the top. Others can ridicule you or join you but the choice is theirs. Regardless of the opposition you face, never surrender your uniqueness to any opposition.

Your moment to shine will eventually come

It is your daily faithfulness in the little things that you prove yourself. Even though Rudolph faced opposition from the others, he didn’t allow their negativity to defeat him. In the moment of crisis when Santa needed a go-to Reindeer, Rudolph was ready. Armed with his natural giftedness and positive attitude, he navigated the team of fellow reindeer to a successful completion of the Christmas mission.

Your moment of destiny will come one day and it may not happen the way you expected. Open your eyes to all the possibilities that your leadership can provide. As you remain faithful your big moment will come.

This Christmas season, celebrate your gift as a leader, rise above your opposition, and stand ready to embrace your destiny. As you do, you will have a greater understanding of just how special the season can be.

© 2015 Doug Dickerson