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 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

On Becoming a Relevant Leader

There are times when a leader must move out ahead of the flock, go off in a new direction, confident that he is leading his people the right way. - Nelson Mandela

When Irving S. Olds was chairman of the U.S. Steel Corporation, he arrived for a stockholders' meeting and was confronted by a woman who asked, "Exactly who are you and what do you do?" Without batting an eye, Olds replied, "I am your chairman. Of course, you know the duties of a chairman--that's someone who is roughly the equivalent of parsley on a platter of fish."

The pretense in Irving S. Olds answer may have satisfied the inquisitive woman, but it is a relevant question for leaders today. Understandably, the people you lead need to know who you are and what you do. If not, they will not follow you. But beyond that, it’s imperative that you know the answer.

The fact is, every leader wants to be relevant. I’ve yet to meet a leader who did not want to be at his or her best and make an impact. The issue of relevance however is not about satisfying your ego or building yourself up at the expense of knocking someone else down.

The measure of your relevance as a leader may be open to subjective interpretation by some people. That being said, the measure of your relevance is not about how others see you but how you answer these four questions. It’s not an exhaustive set of questions by which to gauge your relevance as a leader but it’s a good place to start.

Do I know my “why?”

Simon Sinek popularized the idea in his book, Start With Why, and it has revolutionized the lives of many with the discovery. So the question is, “Why do I do what I do?” Put another way, “What drives and inspires you?” It’s a question every leader must answer.

Until you know the answer it will be hard to lead and consequently it will be hard to be relevant. Unless you know the “why” of your life in leadership it will be difficult for others to know why they should follow you. Being relevant in the lives of the people you lead begins by being honest with yourself. Know your “why”.

Are my values clear?

Having a clear set of values is what keeps you grounded as a leader. When your values are clear then decision-making becomes much easier. Values-based decisions are made not by what is expedient or popular but by a governing set of principles.

Unfortunately, some leaders fall into the trap of confusing being popular for being relevant. The two could not be more different. If you want to be relevant as a leader in the 21^st century then be a leader with a clear set of values and stick to them. If your values are not clear then your leadership will be uncertain. Relevance begins with clearly defined values.

Am I building relationships?

Leaders are busy people. I get it. But the day you become too busy to connect and build relationships with your people is the day you become irrelevant in their eyes. Building relationships is time consuming and is hard work. But consider the consequences if you don’t.

Your relevance as a leader is tied to your ability and desire to build relationships with the people you lead. The greater the desire and effort the greater relevance and impact you will have. It’s not complicated. I realize you will not have deep personal relationships with everyone on your team, but as a leader you should always remember that people are your most appreciable asset. How you connect and build relationships will make a world of difference. If you want to be relevant to your people get connected to them. There are no shortcuts.

Am I still growing?

Your ability to connect and be relevant with your people hinges on your growth and development as a leader. How are you growing the leader within you? The simple truth is this: you can’t give what you don’t have. If you are not growing as a leader your relevance as a leader will suffer

Be proactive and intentional in your growth as a leader. Make reading good leadership books a priority, find good leadership podcast to listen to, and subscribe to good magazines to read such as Success. Your growth and development as a leader will set you apart as a leader. Your relevance as a leader depends on it.

© 2015 Doug Dickerson

Leadership Toolkit: When the Visionary Leader Meets the Strategic Leader

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

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

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

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

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

Embrace your differences

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

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

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

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

Build a bridge

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

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

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

Give each other space

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

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

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

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

What do you say?

© 2016 Doug Dickerson

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

Six Reasons Your Employees Don't Believe a Word You Say

By Doug Dickerson and Elizabeth Stincelli

“Don’t believe what I say. Believe what I do.” —Carlson Ghosn

Two psychiatrists meet at their 20th college reunion. One is vibrant, while the other looks withered and worried. "So what's your secret?" the older looking psychiatrist asks. "Listening to other people's problems every day, all day long, for years on end, has made an old man of me." "So," replies the younger looking one, "who listens?"

That humorous story reminds us as leaders of not just the necessity of listening but of the importance of how we communicate. It’s not so much what we say that’s important but that we are leaders who understand why our people should listen to us in the first place.

If your people are tuning you out and not believing what you say then your leadership is on life-support. Knowing the symptoms is the first step in turning things around. If your people don’t believe a word you say then here are six reasons why.

You are self-centered

If you are a self-centered leader your people will not believe you because you are only looking out for yourself. When decisions are made based upon what is best for you –what makes you look good- then you are using your people. Self-centered leadership tends to be manipulative and puts what is best for you above what is best for the team. If you are a self-centered leader you’d better wake up before it’s too late. One day you will look around and you’ll discover that not only are your people not believing you – they are not following you either.

You are inconsistent

Inconsistent actions produce inconsistent results. The flow and continuity of your leadership is essential to your success. If you say one thing and do another then those very actions will lead to mistrust and will marginalize your leadership. Flexibility is a must for any team moving forward. Unexpected things happen and your people will have to learn to go with the flow. But if you are inconsistent in terms of what you communicate or how you treat them it will be impossible for them to move forward or have faith in your leadership.

You don't have their backs

Nothing will empower your team faster than having the backs of your people. A good leader knows this. But your people will not believe you if your message to them says “I have your back” yet you are nowhere to be found when they need you. When you empower your people and have their backs you create a momentum that can take your team to new levels of success. Don’t squander the drive, motivation, and ingenuity of your people by failing at this one critical element of your leadership. If you have the backs of your people they will have yours.

Your ego is front and center

If, as a leader, your ego is front and center, your employees won’t believe a word you say. Your ego can prevent you from seeing the world as it really is; you begin interpreting reality through your own biased lens. When your ego is front and center you send the message that your opinion is the only one that matters. Soon your employees, tired of hearing about how you know everything, will stop listening to you at all.

You lead with fear

If you lead with fear you will never earn the trust of your employees and they won’t believe a word you say. Fear stimulates the fight or flight response. In this state of mind, there is no higher-level cognitive thinking. When you lead with fear your employees disengage and become more focused on protecting themselves than what you are saying. Your attempt to control your employee’s behavior through fear will result in distrust and will undermine your ability to share your message and vision.

They don't feel valued

Our success is deeply intertwined with our ability to collaborate. When your employees don’t feel valued they lose interest in continuing to try to contribute to the team. They withdraw and you lose the value of their unique skills and knowledge. Your employees need to have a voice and to have their individual contributions recognized and valued. Communication is a two-way street and when your employees don’t feel valued, you lose their respect which has a negative impact your ability to communicate and influence as a leader. When your employees don’t feel valued they won’t believe a word you say.

The key to leadership is trust and influence. If your people don’t believe a word you say, you have lost your ability to lead. It’s time to evaluate your leadership. Is your leadership self-centered or inconsistent? Do you have your employee’s backs? Is your ego front and center? Are you leading with fear? Do your people feel valued? Answer these questions honestly, make a change, and start leading today.

© 2015 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.

10 Value Statements Every Leader Needs To Know

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

As a leader, adding value to those around you should be of paramount importance. After all, people are your most appreciable asset. How well are you showing appreciation to the people in your organization?

In a Ragan.com (http://bit.ly/18VETIk) article a survey revealed that 69% of employees would work harder if management better recognized their work. How different would your organization look if 69% of your people were gladly putting forth more effort? By contrast, sixty- three percent of those who don’t feel appreciated plan to leave their jobs within two years. Based upon the way you show appreciation to your people would you expect a high turnover in the next two years?

When the truth about adding value of your people takes root in your heart and mind it will transform your leadership style. Adding value to those you lead takes on many forms. But there’s no easier way to do so than by the words you use to communicate with them. Try these (no particular order) for starters. Use them generously and see the difference it makes.

“We appreciate you”

This value statement speaks directly to your team member as a person. It’s not based on their specific job skill, position, or tenure. It’s simply about them as a person. Relationship building is at the heart of this value statement and it builds the foundation for moving forward.

“You’re making a difference”

This value statement is attached to the contributions your people make. These value statements belong to every person in your organization – from the CEO to the cleaning crew because everyone is important.

“How can I serve you?”

This value statement is an acknowledgement that you rely on your people to make your business work and as a leader you are committed to their success. When your people hear and see that you are 100% invested in them they will react in similar fashion. It creates a win-win scenario for the whole organization.

“Thank you”

These two words add value to your team members because it’s seen as an acknowledgement that you’ve recognized their hard work and dedication in moving the team forward. It’s perhaps the single most powerful value statement you will ever make.

“Let’s work together on this”

This value statement is based upon the notion that we can accomplish more together as a team than we can by ourselves. It’s when we bring our individual skills and talents to the table in mutual collaboration that our productivity can skyrocket. It’s also a reflection of your desire to be involved in the process of reaching those common goals.

“Let’s hear all sides”

This value statement is based on the belief that everyone has a voice that needs to be heard. Keeping your people apart is what hinders growth, fuels mistrust, and creates unhealthy alliances. You add value when you build bridges among your people. Healthy debate sparks creativity and often produces better solutions. It’s about tackling problems, not each other.

“Look at what you did”

Celebrating the successes of your organization and your people is important. You add value to them when you give credit where credit is due. Honor and reward the work of your team and don’t steal their spotlight.

“Go home”

You add value to your people when you give them time to be with the people they value most – their families. Never attempt to build your organization off the backs of your people by insisting they give up family time for company time.

“Here’s where we are going”

This statement is important because it affirms to your people their value in moving forward with the mission and vision of the organization. By keeping the vision before them they begin to see the value they contribute and the service they render as something meaningful that they can take pride in.

“Our team would not be complete without you”

Quite frankly, it’s hard to overstate the importance of people being the most appreciable asset in your organization. There will always be a bad apple here or there, but by and large when you have built and invested in your team that shares common values and goals your potential is unlimited.

Value is built where value is given. Make it a priority and you will go far as a leader.

What would you add to the list?

©2015 Doug Dickerson

Leadership By The Numbers

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