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 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

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

Finding the Courage to Lead

Courage means to keep working in a relationship, to continue seeking solutions to difficult problems, and to stay focused in stressful periods. – Denis Waitley

One summer morning, as the story goes, Ray Blankenship was preparing his breakfast on what he thought would be a normal morning. Except there was nothing routine or normal about the events about to unfold. On this morning, he gazed out the window, and saw a small girl being swept along in the rain-flooded drainage ditch beside his Andover, Ohio, home.

Blankenship knew that farther downstream, the ditch disappeared with a roar underneath a road and then emptied into the main culvert. Ray dashed out the door and raced along the ditch, trying to get ahead of the foundering child. Then he hurled himself into the deep, churning water. Blankenship surfaced and was able to grab the child's arm. They tumbled end over end. Within about three feet of the yawning culvert, Ray's free hand felt something--possibly a rock-- protruding from one bank. He clung desperately, but the tremendous force of the water tried to tear him and the child away. "If I can just hang on until help comes," he thought. He did better than that. By the time fire-department rescuers arrived, Blankenship had pulled the girl to safety. Both were treated for shock.

On April 12, 1989, Ray Blankenship was awarded the Coast Guard's Silver Lifesaving Medal. The award is fitting, for this selfless person was at even greater risk to himself than most people knew. Ray Blankenship can't swim.

The courage of Ray Blankenship is certainly admirable. What he did speaks volumes about the human spirit and rising to the challenges in spite of the circumstances. As a leader you may not be forced to face life-threatening situations such as Ray, but it can be challenging nonetheless.

As if you need to be reminded, I will say if for the record; not everything about leadership is glamourous. Courage is the virtue to embrace when times are tough and you need strength to lead effectively. Hang around in leadership long enough and you will soon realize that were it not for uncommon courage in difficult times, you would not be where you are today. Finding the courage to lead is imperative to your leadership. Here are five reasons why.

You need courage to voice your convictions

People tend to gravitate to leaders who project confidence. You will be hard pressed to find a leader weak on convictions and short on courage who is making a difference. Courage empowers you to step up, speak up, and lead with clarity.

You need courage to face your fears

As leaders we all face fears and times of uncertainty. It comes with the territory. But courage empowers you to see through the fear and see the rewards that await on the other side of it. Despite the fact that Ray Blankenship could not swim, he did not allow the fear of the water to stop him from saving the girls life. When you set your fears aside and lead with courage the sky is the limit as to what you can achieve.

You need courage to dream bigger dreams

Speaking of what you can achieve—what are the dreams and aspirations that motivate you? Perhaps it is to write a book, travel the world, become a noted speaker, or be an entrepreneur, etc. Too often all people see are the challenges and obstacles that stand in the way. You need courage to embrace those dreams and goals. They are not impossible, but are only possible when you summon the courage you need to take the first steps.

You need courage to ask for help

A casual study of any successful leader will turn up this common conclusion- they did not do it alone. A common mistake many novice leaders make is the belief that they can. But if you want to be successful as a leader you will need courage to recognize your own strengths and weaknesses and how to surround yourself with people who can help you in those areas.

You need courage to stand alone

John Maxwell was right when he said, “It’s lonely at the top so you’d better know why you are there.” There will be times as a leader you will have to stand alone. Not because it is your preference but because not everyone will, or can, take the journey with you. It may be because they have not bought into the vision or do not share your convictions. You will need courage to do the right thing even if it means standing alone.

Nelson Mandela said, “I learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.” Dare to face your fears. Dare to face the headwinds of adversity. Because when you are empowered with courage, you will rise to a new level of leadership that others only dream about.

©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

25 Leadership Quotes to Live and Lead By

I’ve been a student of leadership for more than 30 years. I’ve written four books on leadership. It’s my passion and it runs deep.

This week I’d like to share some of my favorite leadership quotes with you. Narrowing it down to just 25 was a challenge because there are so many good ones. In no particular order here they are- enjoy.

1.      “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” —Max DePree

Serving others is the cardinal point of leadership.

2.      “Never doubt that a small group of thoughtful, concerned citizens can change world.  

 Indeed it is the only thing that ever has.” —Margaret Mead

              Leaders can accomplish a lot more with a team than they can by themselves.

3.      “Become the kind of leader that people would follow voluntarily; even if you had no title  

 or position.” —Brian Tracy

              True leaders understand that it’s not about titles.

4.      “A man who wants to lead the orchestra must turn his back on the crowd.” —Max Lucado

             As a leader you have to be willing to stand alone.

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

             Your actions should always inspire and bring out the best in others.

6.      “Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.” —Norman Schwarzkopf

             Character is the most important quality in leadership.

7.      “The greatest leaders mobilize others by coalescing people around a shared vision.” —Ken Blanchard

             When leaders put forth a compelling vision people will follow.

8.      “Management is doing things right; leadership is doing the right things.” -Peter Drucker

               Management is easy; leadership is hard. Be a leader.

9.      “Leadership and learning are indispensable to each other.” -John F. Kennedy

               Leaders never stop learning, growing, and developing.

10.  “Good leadership consists of showing average people how to do the work of superior people.” -John D. Rockefeller

             Leaders inspire others to do great things.

11.  “Leadership is unlocking people's potential to become better.” -Bill Bradley

Leaders inspire others to be better people.

12.  “Leadership is the capacity to translate vision into reality.” -Warren Bennis

A leader will help others connect the dots and see where they are going.

13.  “Talent is God given. Be humble. Fame is man-given. Be grateful. Conceit is self-given. Be careful.” - John Wooden

The mark of a good leader is humility and in recognizing where all gifts come from.

14.  “The leader is the one who climbs the tallest tree, surveys the entire situation, and yells, “Wrong jungle!”” – Stephen R. Covey

              Leaders are not afraid to admit their mistakes. Keep charging!

15.  “I learned that if you aren’t willing to put yourself in “this is crazy” situations, you’ll never experience “this is awesome” moments.” – Mark Batterson

              Leaders are willing to take risks to achieve their goals and dreams.

16.  “The race to be a leader is crowded, but the field is wide open for those willing to be servants.” – Rick Warren       

Servant leadership is the essence of true leadership.

17.  “Your present circumstances don’t determine where you can go, they merely determine  

 where you start.” – Nido Qubein

              Never underestimate your God-given talents and abilities.

18.  “You’re the same today as you’ll be in five years except for two things: the people you meet and the books you read.” – Charlie “Tremendous” Jones

             Broaden your circle and never stop growing.

19.  “A good head and a good heart are always a formidable combination.” – Nelson Mandela

             It’s not always about what you know – it’s how you apply it and how you treat people.

20.  “Surround yourself with the best people you can find, delegate authority, and don’t interfere as long as the policy you’ve decided upon is being carried out.” – Ronald Reagan

A smart leader will empower his or her people and get out of the way.

21.  “You are never too old to set another goal or to dream a new dream.” – C.S. Lewis

               What goal and dream are you pursuing?

22.  “Don’t let the voice of other’s opinions drown out your own inner voice.” – Steve Jobs

              There is a lot of chatter out there. Be true to yourself and trust your instincts.

23.  “Effective leaders know that you first have to touch people’s hearts before you ask them for a hand” – John Maxwell

Always connect with the heart first.

24.  “Your attitude, not your aptitude, will determine your altitude.” - Zig Ziglar

               Your attitude will make you or break you. Choose it wisely.

25.  “As a leader sometimes you will have to defy the critics and ignore the experts and just do what’s in your heart.” –Doug Dickerson (Just for good measure)

             What’s in your heart?

© 2016 Doug Dickerson

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

5 Ways You May Be Killing Employee Morale

Everything rises and falls on leadership. – John Maxwell

Addressing the topic of work many years ago, Indira Gandhi said, “My grandfather once told me that there are two kinds of people: those who do the work and those who take the credit. He told me to try to be in the first group; there was less competition there.” While there may not be a shortage of people trying to take the credit for work, many a leader faces the challenge of a strong workplace culture and its accompanying morale.

In my research on the topic of employee morale much of the focus I’ve seen is employee driven. By that I mean the attention leans toward what can be done to make the employee happy (perks driven), motivated, etc. I see little on what I consider to be the root of the problem which is leadership driven

.

In Gallup’s 2013 State of the American Workplace Study, as reported on in RYOT (http://bit.ly/1poqwxQ) 70 percent of those who participated described themselves as “disengaged” from their work. Only 30 percent admitted they honestly enjoy their job and bosses. Interestingly, the study revealed that workplace perks which have been popular approaches to boosting workplace morale, “do not compare to the employee enjoying and feeling engaged in their work.” Here’s the takeaway – employees and employers desire the same results, but often have two distinctly different means of getting there.

Strong morale is essential to your success as an organization. Leaders need employees who are engaged on all fronts. Employees need strong leaders to show the way.  The last thing you want to do is kill employee morale by ineffective leadership. Here are five ways it could be happening.

You kill employee morale when you ignore input

A leader who won’t listen to his or her people is a leader out of touch. If you are out of touch with the people that make your business work then employee morale will suffer. If your people attempt to be engaged and offer their input only to be ignored then you are killing employee morale. A smart leader will make it a priority to listen and to invite feedback from team members. Buy-in begins when you invite them in.

You kill employee morale when you hoard decisions

Killing morale happens when leaders hoard the decision making process and by-pass those directly affected by the decision. The most successful teams are those whose people are engaged and invested in the well-being of the organization. They are the ones who have bought in and go all out to be successful. A smart leader won’t hoard decisions but will bring others in to help make them. Employees don’t want a dictator; they want a facilitator. Here’s a simple rule to consider: if a decision affects your people then talk to your people.

You kill employee morale when you keep people in the dark

Communication is the life-blood of any organization, but if you keep your people in the dark; especially with things that directly affect their performance, then you are killing employee morale. This weak leadership style not only builds walls but it tears down trust. If you want your people engaged and enjoying what they do then make open communication a practice and a priority.

You kill employee morale when you play favorites

While responsibilities may differ among departments and personnel, it is important not to play favorites with your people. While not everyone’s role is the same, the way you treat them should be. As a leader it is important to understand the basics of good social skills. The amount of time you spend with the people in your organization will vary depending on assignments, responsibilities, skills, etc., it’s a variable. But not the way you treat your people. If you are perceived as playing favorites you will kill employee morale. Be nice to everyone.

You kill employee morale when you lead from behind

Successful organizations have strong leaders who are not afraid to lead. Employees respect a leader who will confidently lead his or her team. A leader who is perceived to be weak, indecisive, reactionary, or uncertain of their role will kill morale. How can an employee confidently follow a leader who is unsure of himself? Leaders who lead from behind can’t possibly know what direction they are going, the pitfalls in front of them, and how to stay relevant. Leaders; be out front, lead with confidence and with clarity, and you will have employees who will go the distance with you.

What do you say?

© 2015 Doug Dickerson 

Five Traits of Extra Mile Leaders

There are no shortcuts on the extra mile – Zig Ziglar

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

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

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

Extra mile leaders are proactive

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

Extra mile leaders possesses a contagious enthusiasm

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

Extra mile leaders put the team first

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

Extra mile leaders have an attitude of excellence

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

Extra mile leaders have found their purpose

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

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

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

Are you an extra mile leader?

© 2015 Doug Dickerson

Five Keys to Engaging Your Team

Leadership is unlocking people's potential to Become better. - Bill Bradley

A recent Gallup story (http://bit.ly/1uUCjpX) revealed that less than one third (31.5%) of US workers were engaged in their jobs in 2014. While that was an improvement over 2013 figures, a majority of employees, 51%, were still "not engaged" and 17.5% were "Actively disengaged" in 2014 - According to the story.

It goes without saying that employee engagement is critical to the success of any organization. But with numbers like these it makes the leadership challenge more pronounced. How you position yourself as a leader is essential. Your engagement can not be underestimated.

Theodore Roosevelt said, "The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it." The secret to your success is your people. They reviews Reviews their secret to success is you - getting out of reviews Reviews their way. Walking the tightrope of leadership is definitely a challenge but not impossible if are ready to get in the trenches and engage your people. They need a compelling reason to be engaged. Here's where to start.

Your team needs a compelling leader

Before your team can buy in to your vision they first must buy in to you. If you do not inspire them to dream beyond their own limitations and work for a greater cause and purpose then don’t expect them to be engaged in something that makes no sense to them. If your people aren’t connected to you they won’t be connected to your vision.

Your team needs a compelling vision

Your team members must have a compelling vision if you want them to be engaged. When your people know the purpose behind what they are doing they will do it with passion. The formula breaks down like this: T (tasks) + P (passion) = E (engagement). T (tasks) - P (passion) = W (work). Passionless work leads to disengaged teams. Your team needs a clear vision of where they are going and why.

Your team needs a compelling example

Your team members need a leader who not only points the way but walks the road with his or her people. They need a leader who sees what they see, hears what they hear, feels what they feel, and shows by example that they have skin in the game. Bridging the gap with disconnected team members and you as a leader begins by setting the example. If you are not engaged then why should they be? 

Your team needs a compelling trust

Your team needs to know that you trust them and that you have reviews Reviews their backs. Nothing will lead to disengagement faster than a leader who does not empower and trust his people. It is your responsibility as a leader to set the bar high and hold people accountable. When your level of trust exceeds your level of expectation then your people will outperform your dreams. Empower your people with trust and engagement will rise with it.

Your team needs a compelling culture

It's not a secret that the key to any thriving organization is one that is built on strong community. Strong relationships are the key to your success. When your team is centralized around strong leadership that sets the example, when your purpose is clear, and trust abounds, you have a culture that is ripe for success.

An engaged team needs compelling s good for the journey. Begin with the ones I've outlined and build upon them. Your success depends upon it.

© 2015 Doug Dickerson