Robert Louis Stevenson tells of a storm that caught a vessel off a rocky coast and threatened to drive it and its passengers to destruction. In the midst of the terror, one daring man, contrary to orders, went to the deck, made a dangerous passage to the pilot house and saw the steerman, at his post holding the wheel unwaveringly, and inch by inch, turning the ship out, once more to sea.
The pilot saw the watcher and smiled. Then, the daring passenger went below and gave out a note of cheer: “I have seen the face of the pilot, and he smiled. All is well.”
During this time of economic crisis, you may be one of the millions around the country who is either unemployed or among the ranks of the under-employed. You may be the leader in your organization that daily carries the burden of how to meet your next payroll, and whether your company can survive the recession.
A new brand of leaders is being purged and brought forth in the fires of recession. Hardships faced with courage are how the leaders of past generations inspired us. And it is through their example we will emerge as refined leaders. Winston Churchill said, “For myself I am an optimist – it does not seem to be much use being anything else.”
When the man in Stevenson’s story saw the smile on the face of the pilot, he knew that things we going to be fine. While faced with the challenges of this economy and with an understanding of the struggles that many face; let us as leaders do our best to give hope to those in despair. Here are a couple of observations as to how the pilot won them over.
The pilot projected confidence. It is likely the pilot was experiencing the same range of emotions as all the other passengers. Yet during the storm, he had but one mission – to steer the ship to safety. The pilot’s responsibility was to steer the ship away from the danger. A wise Hasidic saying, “The man who has confidence in himself gains the confidence of others,” is worth remembering.
When faced with the challenge of steering your organization in these troubled times, do so with a confidence that inspires others to report back with enthusiasm that all is well. I am sure the ship was tossed and battered, but it came through the storm.
Jerome P. Fleishman said, “Most of us, swimming against the tides of trouble the world knows nothing about, need only a bit of praise or encouragement- and we will make the goal.” I would like to encourage you to stay strong and believe that your best days are ahead of you.
The pilot projected hope. Defying orders to the contrary, one man made his way to the pilot and, without a word being spoken, got the answer he needed.
In leadership there will always be times of testing and even questioning whether you are up to the challenge. The pilot simply gave the watcher a smile and that was enough for him to share and give hope to the others.
Leadership in the storm is a different creature than leadership in times of smooth sailing. Harold Wilson said, “Courage is the art of being the only one who knows you are scared to death.” My guess is; this was not the first storm the pilot had navigated. And as the pilot held unwaveringly to the wheel, you too will come through your storm if you hold tight to hope.
I understand how tough times are right now and want to inspire you to keep your confidence and hope intact. Katherine Butler Hathaway said, “There is nothing better than the encouragement of a good friend.” I know she is right. Be encouraged today, it will get better; I have seen the face of the pilot.
It is said that on his retreat from Greece after his great military expedition there, King Xerxes boarded a Phoenician ship along with a number of his Persian troops. But a fearful storm came up, and the captain told Xerxes there was no hope unless the ship’s load was substantially lightened.
The king turned to his fellow Persians on deck and said, “It is on you that my safety depends. Now let some of you show your regard for your king.” A number of the men bowed to Xerxes and threw themselves overboard.
Lightened of its load, the ship made it safely to harbor. Xerxes immediately ordered that a golden crown be given to the pilot for preserving the king’s life—then ordered the man beheaded for causing the loss of so many Persian lives.
One of the most important characteristics a leader must possess is gratitude. While team members may look to you for vision as to where the organization is headed, the climate you create in getting there is equally important.
In the 1980 hit movie 9 to 5, there is a scene in which three co-workers, played by Dolly Parton, Lili Tomlin, and Jane Fonda each share fantasies as to how they would like to kill off their boss, Mr. Hart (Dabney Coleman).The three have wised up to the shenanigans of Mr. Hart and are out to bring him down.
One day by mistake, the plan concocted by Violet (Tomlin) happens. Rat poison is accidentally placed in the coffee of Mr. Hart. In the initial aftermath of the accident the three are having a conversation.
Violet: Oh, God. They know about the rat poison. I might as well just turn myself in.
Doralee: Violet, it was an accident.
Violet: I’m a murderer.
Judy: No, you’re not.
Violet: I’m a murderess. I’m gonna go to the pen. My poor kids. I’m gonna lose my job.
Judy: Stop this.
Violet: I’m no fool. I’ve killed the boss, you think they’re not gonna fire me for a thing like that?
While the story-line of the movie is funny and entertaining, there is nothing funny about working under conditions that evoke such strong negative emotions. Leadership needs to understand that the road from cast vision to reality is paved by good, hard working, loyal people. Here are some characteristics of a grateful leader.
A grateful leader inspires his team. When the captain of the ship told Xerxes that the load needed to be lightened, he called upon Persians to make the ultimate sacrifice. Men willing to make that type of sacrifice for the life of the King obviously were devoted to him.
Famed football coach Lou Holtz said, “Ability is what you are capable of doing. Motivation determines what you do. Attitude determines how well you do it.” A true leader will inspire his team to become the best they can be, and have a great attitude.
If you want to know how inspiring you are as a leader, look at how many are jumping ship for you (positively doing whatever it takes for success) verses how many are jumping ship in spite of you. A smart leader not only inspires his team, he genuinely appreciates them.
A grateful leader rewards his team. When the ship arrived safely in the harbor, the King ordered that a golden crown be given to the pilot for preserving his life. A grateful leader understands that without his team working hard and making sacrifices, there would not be the level of success now enjoyed.
Rewarding team members can take on a variety of looks. While it is common to think of monetary rewards, you might want to consider rewards that money cannot buy. Team members genuinely appreciate simple things like hand-written notes expressing appreciation for a job well done.
A grateful leader builds the morale of his team. After arriving in port, Xerxes ordered the pilot beheaded for the loss of so many Persian lives. How ironic it was that the man responsible for saving the life of the King now has his taken away by him.
A grateful leader remembers where he came from and who is responsible for helping him get there. Charles E. Jefferson said, “Gratitude is born in hearts that take time to count up past mercies.” It is important as a leader to show heart-felt gratitude for past mercies by your team. In doing so, you inspire them – now reward them and build their morale.
From a story in Bits and Pieces some years back comes an inspiring story. Years ago a John Hopkins professor gave a group of graduate students this assignment: Go to the slums. Take 200 boys, between the ages of 12 and 16, and investigate their background and environment. Then predict their chances for the future.
The students, after consulting social statistics, talking to the boys, and compiling much data, concluded that 90 percent of the boys would spend some time in jail.
Twenty-five years later another group of graduate students was given the job of testing the prediction. They went back to the same area. Some of the boys - by then men - were still there, a few had died, some had moved away, but they got in touch with 180 of the original 200. They found that only four of the group had ever been sent to jail.
Why was it that these men, who had lived in a breeding place of crime, had such a surprisingly good record? The researchers were continually told: “Well, there was a teacher…”
They pressed further, and found that in 75 percent of the cases it was the same woman. The researchers went to this teacher, now living in a home for retired teachers. How had she exerted this remarkable influence over that group of children? Could she give them any reason why these boys should have remembered her?
“No,” she said, “no I really couldn’t.” And then, thinking back over the years, she said amusingly, more to herself than to her questioners: “I loved those boys…”
How fortunate the men had a teacher who loved them and because of her influence now live productive lives. If you think for a moment I am sure you can recall a teacher, coach, or mentor that had an impact on your life that helped guide you to where you are today.
Tim Elmore said, “Mentoring is a relational experience through which one person empowers another by sharing their wisdom and resources.” The sharing of resources, much like that of the above mentioned teacher, is built through relationship with those you lead. Consider these simple but powerful characteristics of her leadership and how she left her legacy.
The teacher accepted her students. In Life 101, Peter McWilliams said, “Acceptance is such an important commodity; some have called it “the first law of personal growth’”. No doubt her students had already been labeled by others as underachievers or trouble makers, with few seeing any potential in them.
The teacher disregarded the stereo-types about the boys and accepted them not only for who they were but what they could become.
As you mentor those in your organization it is important that you do so with an expectation that the best is yet to come. Where a person has come from is not nearly as important as where you are leading them. Accepting the people you mentor is the first step in impacting their lives.
The teacher believed in her students. Chosen out of the slums and placed in a statistical category of perceived outcomes; these boys faced insurmountable obstacles. Yet their destiny was changed, not by perceptions, but because a teacher believed in them.
Mark Twain said, “Keep away from people who belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great.” As a leader, your success as a mentor comes as you instill hope in the hearts of those you lead. When you believe in those you mentor, they will know it and will respond to it.
It’s hard to say where the boys would have ended up without a teacher who believed in them, but as John A. Shedd said, “Opportunities are seldom labeled.’ You will leave your legacy as a leader when you have faith in those you lead.
The teacher cared for her students. When approached about the boys she had taught in those early years, she simply recalled that she loved them. It was just that simple.
John Maxwell said, “Loving people precedes leading them. People don’t care how much you know until they know how much you care.” While tempting to measure success by the bottom line, true leaders understand it is defined differently.
Aesop said, “No act of kindness, no matter how small, is ever wasted.” Your legacy as a leader is marked by the time, wisdom, passion, and kindness that you invested into the lives you touched.
In the 1992 blockbuster film, A Few Good Men, Navy lawyer Daniel Kaffee, played by Tom Cruise, and Lt. Commander JoAnne Galloway, played by Demi Moore, are assigned to defend two Marines accused of killing a fellow soldier.
Kaffee is inclined to plea out the case but Galloway pushes him to investigate deeper. He begins a process of questioning fellow officers to get to the truth. The quest eventually leads them to base commander Colonel Nathan Jessep, played by Jack Nicholson.
The courtroom confrontation between Kaffee and Jessep is one of big screen legend. Kaffee insists that he is entitled to the truth about the case. In the memorable response Jessep says, “You can’t handle the truth!”
Truthfulness is an essential ingredient through which leadership flows and how all other relationships within your organization exist. This concept sounds primal but is one of which we need to be reminded.
Winston Churchill said, “Men occasionally stumble over the truth, but most of them pick themselves up and hurry off as if nothing ever happened.” If your organization is going to thrive, the truth must always win out. Here are a few suggestions for leaders and for making honesty your best policy.
Leaders must speak the truth. Mark Twain said, “Truth is more of a stranger than fiction.” Whether it is casting vision for the future of the organization, evaluating the performance of the team or a team member, leaders must speak the truth.
When a leader is speaking honestly with those around him, trust is established. While it is easy to speak the truth when the news is good, it is equally as important to do so when times are tough. Though it may be tempting to fudge the numbers or hold back information, your team should never be left in the dark- always speak the truth.
Leaders must hear the truth. Burton Bigelow said, “Very few big executives want to be surrounded by ‘yes’ men. Their greatest weakness often is the fact that ‘yes’ men build up around the executive a wall of fiction, when what the executive wants most of all is plain facts.” A wise leader does not want to be shielded from the truth, but exposed to it.
Speaking the truth to the leader must be done constructively and with respect. John Maxwell said, “If you’ve never spoken up to your leaders and told them what they need to hear, then it will take courage. But if you are willing to speak up, you can help your leader and yourself.” Examine your motives when speaking to your leader. Be sure that you are not just about promoting your own agenda but the best interests of the team.
Leaders must act on the truth. Decisions leaders make today have consequences for the organization tomorrow. A sharp leader has the intuition to see what is going on around him and is surrounded by honest advisors to help chart the right course.
The climatic conclusion of A Few Good Men resulted in the arrest of Colonel Jessep and a courtroom victory for the young Daniel Kaffee. While your team or organization may experience tough challenges, never let it be said that in doing so you ever shied away from the truth.
Acting on the truth is the benchmark to which all leaders must be pledged. In doing so, not only can you handle the truth, but you welcome it.
In a Peanuts cartoon Lucy demanded that Linus change TV channels, threatening him with her fist if he didn’t.
“What makes you think you can walk right in here and take over?” asks Linus. “These five fingers,” says Lucy. “Individually they’re nothing, but when I curl them together like this into a single unit, they form a weapon that is terrible to behold.”
“Which channel do you want?” asks Linus. Turning away, he looks at his fingers and says, “Why don’t you guys get organized like that?”
Perhaps you have asked that question with regard to your organization. Nothing can be more frustrating than a non-cohesive organizational structure that is being lead by an unorganized individual or team.
In the illustration above, Lucy epitomizes an old-school mentality of leadership. The leader, Lucy in this instance, demands a change. When her authority is questioned she squashes the challenge with the threat of force.
Linus in this case represents team members who too often go along to get along. Organizational structure and camaraderie does not have to be elusive, strive to achieve it and see the difference it can make.
Team morale is important if you want to succeed. Andy PacPhail said, “You have to walk the walk. You have a responsibility to your system to be out there and understand the conditions your players are playing in. You have to take an interest in the players in your organization.”
Morale in your organization can be your greatest asset if it is strong or your greatest liability if you lack it. Good leaders understand why it is important and are proactive in building it. Here are a few suggestions on how to build and sustain morale in your organization; it’s what I call the 3 B’s of building morale.
Be open to new ideas. One of the greatest challenges to any organization is staying fresh with new ideas and ways of thinking. When members of an organization feel that their ideas are falling on deaf ears, poor morale will soon follow.
The greater the distance between the one who casts the vision and the ones who execute the vision, the greater the chance for poor morale, don’t let this happen. Strong morale is built and maintained by a leader who understands that fresh ideas are the lifeblood of the organization. He also understands that those closest to the execution of the vision have much to offer.
Be transparent with your team. Good morale is not something you can artificially manufacture. Team morale is built on a foundation of trust. Team members know they are being dealt with honestly and when leadership is being phony.
Transparency is a partnership between the leader and the team. Ken Blanchard said, “In the past a leader was a boss. Today’s leaders must be partners with their people…they no longer can lead solely based on positional power.” A leader will do more to build team morale by being transparent than he could ever hope to accomplish by positional power alone.
Be generous with praise. Fred Rogers said, “As humans, our job is to help people realize how rare and valuable each one of us really is, that each of us has something that no one else has-or ever will have-something inside that is unique to all time. It’s our job to encourage each other to discover that uniqueness and to provide ways of developing its expression.”
Developing the expression of praise for your team will go a long way in building morale that will see you through good times and bad. When facing challenging times, half the battle is won when morale is strong.
Team members who know they are appreciated and subsequently rewarded for their efforts are an invaluable asset to your organization. Wise leaders will as George Colman said, “Praise the bridge that carried you over.’
Strong morale is built when leaders are open to new ideas, transparent with your team, and generous with praise. How is your morale?
John Maxwell shares a story about a man who suffered from constant headaches who went to see his doctor.
“I don’t know why I keep getting these terrible headaches,” he lamented. “I don’t drink like so many other people do. I don’t smoke like so many other people do. I don’t overeat like so many other people do. I don’t run around like so many other people do. I don’t-“
At this point, the doctor interrupted him. “Tell me,” the physician asked, “this pain you complain of, is it a sharp shooting pain?” “Yes,” the man answered. “And does it hurt here, here, and here?” the doctor asked indicating three places around his head. “Yes,” the man replied hopefully, “that’s it exactly.”
“Simple,” the doctor said, rendering his diagnosis. “Your problem is that you have your halo on too tight.”
Leaders come in every style and manner imaginable. While no leader is perfect, there are warning signs – red flags if you will, that need to be identified. The call to authentic leadership begins when we expose the red flags that prevent authentic leadership from flourishing. Consider with me the characteristics of the leader with the halo, the ego, and the politico.
The leader with the halo, like the man in the joke, has an image issue. The great philosopher Popeye once said, “I am what I am.” But for the halo leader, his real identity is a mystery. Perception over reality is what he prefers.
Authenticity is a foundational stone for success for any leader. The road to success as a leader is paved with setbacks, failures, and disappointments. While perceived as a sign of weakness, the leader with the halo can find great fulfillment when coming to terms with his humanity. Not only is it liberating for the leader, it usually comes as no surprise to those around him.
Authentic leadership begins when we wear the mantle of transparency and take off the halo. The halo hides you, transparency reveals you. When you reveal yourself, flaws and all, people will embrace you.
The leader with the ego has a realness issue. How many leaders have you encountered that are so stuck on themselves that they are unpleasant to be around? There is a fundamental difference between confidence in ones abilities and gifts to succeed (humility) and artificial self-worth (arrogance).
Authentic leadership has a vested interest in the lives and well-being of others. In the life of your organization and the credibility of your leadership style, is there anything more important? Dale Carnegie said, “You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.”
There is a fundamental difference between a healthy perception of your God-given talents (a gift), and self-assumptions (pretense) that alienates you.
The politico leader has a relationship issue. Within many an organization exists the proverbial “office politics.” While it may be seen as a “necessary evil” to “play the game”, nothing destroys organizational morale more than politics.
Larry Hardiman said, “The word ‘politics” is derived from the word ‘poly’ meaning ‘many’, and the word ‘ticks’ meaning, ‘blood sucking parasites.’” In many respects, this is what happens when leadership places politics over principle.
Authentic leaders are relationship builders and are aware of the temptations that office politics presents and the damage it can cause. When healthy relationships exist within the organization the degree of office politics is diminished.
Authentic leadership is restored when halos lose their shine, egos are checked at the door, and office politics is discouraged. We need, as Barbara De Angelis said, “to find the courage to say no to the things and people that are not serving us if we want to rediscover ourselves and live our lives with authenticity.”
On September 6, 1995, thousands of fans packed Oriole Park at Camden Yards in Baltimore, Maryland. The Orioles were playing host to the California Angels. President Bill Clinton was in attendance, but only as a spectator to the history that was about to be made.
The history being made this night would be voted by fans as the “Most Memorable Moment” in baseball history. In the fourth inning Cal Ripken, Jr. stepped to the plate and hit a homerun. As thrilling as that moment was, history still had not been made. After the Angels’ half of the fifth inning was over, it was official. The 56-year record held by Lou Gehrig for the most consecutive games played (2,130), now belonged to “The Iron Man” Cal Ripken, Jr.
A Hall of Fame player, Ripken was the ultimate role model for little leaguers and aspiring major league players both then and now. He is a member of the 3,000 hit club including 431 home runs. Ripken continued the consecutive game streak by an additional 502 games, a record that still stands at 2,632 games.
After breaking Gehrig’s record, Ripken said, “Tonight, I stand here, overwhelmed, as my name is linked with the great and courageous Lou Gehrig, I’m truly humbled to have our names spoken in the same breath. Some may think our strongest connection is because we played many consecutive games. Yet I believe in my heart that our true link is a common motivation-a love of the game of baseball, a passion for our team and a desire to compete on the very highest level.”
Leaders who go the distance can learn valuable lessons from Ripken and his example. John Maxwell said, “The heartbeat of leaders is what they love to do. The priorities of leaders is what they have to do…” Are you a leader who is willing to go the distance to be the best you can be? Leaders who go the distance have an understanding of these three principles.
Leaders who go the distance have clear priorities. Never has there been a time when it is so easy to be distracted by the “tyranny of the urgent’. Dwight Eisenhower said, “The older I get the more wisdom I find in the ancient rule of taking first things first-a process which often reduces the most complex human problem to a manageable proportion.”
The more advanced we become in terms of technology and communications the more distracted we become. Leaders who go the distance are individuals who not only have a clear agenda but are executing it. While it might sound monotonous, a 56-year record broken by Ripken was done on days when I am sure he didn’t feel like it. Once priorities are settled, it opens new doors to enjoy the second characteristic.
Leaders who go the distance are passionate. Once again, hear the words of Ripken, “Yet, I believe in my heart that our true link is a common motivation-a love of the game of baseball, a passion for our team…” Without a love for the game and passion to energize him, Ripken would not have broken the record.
What about you? What is your passion? The pursuit of your passion is realized when you have a clear set of priorities that guide you and keep you on the right path. Warren G. Bennis once said, “The factory of the future will have only two employees, a man and his dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.” It’s the same with your passion. Priorities will be there to keep you on track.
Leaders who go the distance fulfill their purpose. Leadership’s ultimate achievement is not to attain a title or position. It is to expand your sphere of influence for good and to causes greater than yourself. Kenneth Hildebrand summarized it correctly when he said, “Strong lives are motivated by strong purposes.”
Now retired from baseball, Cal Ripken, Jr. devotes his time and energy for causes through his foundation. His purpose now is to support little league baseball and many other notable charities. As remarkable as his baseball career was, his lasting legacy- that of fulfilling his purpose is truly inspiring.
Are you a leader ready to go the distance? Set your priorities, embrace your passion, live your purpose.
I can’t get no satisfaction
I can’t get no satisfaction
‘Cause I try and I try and I try and try
I can’t get no, I can’t get no
-Rolling Stones
In 1965, the Rolling Stones released their hit song, (I Can’t Get No) Satisfaction. Satisfaction is the first of eight singles to reach number one in the U.S. The last song to hit number one was Miss You, released in 1978. The Rolling Stones have released more than 50 albums and are one of rock music’s most enduring legends.
I read two interesting articles of late about attitudes in the workplace. And depending one which account you read, satisfaction either abounds or as the Stones’ song suggests, there is no satisfaction.
In a recent report by The Conference Board, the U.S. job satisfaction level in the United States is at a two decade low. According to the report, “based on a survey of 5,000 U.S. households conducted for The Conference Boar by TNS, finds that only 45 percent of those surveyed say they are satisfied with their jobs, down from 61.1 percent in 1987, the first year the survey was conducted.”
Lynn Franco, director of the Consumer Research Center of The Conference Board says, “The downward trend in job satisfaction could spell trouble for the overall engagement of U.S. employees and ultimately employee productivity.”
The Conference Board research said this downward trend is disturbing in that these numbers “negatively affects employee behavior and retention which directly impacts enterprise-level success.” The research said that 22 percent of the respondents said they don’t expect to be in their current jobs in a year.
A second article I found interesting was from Glassdoor.com announcing the winners of the best companies to work for. Employee responses were gathered between December 2008 and December 2009 and included questions on career opportunities, compensation, benefits and the ability to balance a work life with a personal life. More than 10,000 companies were considered among 100,000 employees.
The best company to work for in 2009 based upon the responses was Southwest Airlines. Responses from Southwest Airlines employees give insight as to why it’s such a good place to work. “Freedom to be myself and explore the best way to do my job,” writes one employee. Another says, “The respect that you receive at any rank within the company is not comparable with any other experience I have had to date.”
As impressive as the responses were to employee satisfaction at Southwest Airlines, the approval rating for Vice Chairman and CEO Gary C. Kelly was quite remarkable. Kelly received a 94 percent approval rating. While there may be many people not satisfied with their jobs, clearly the employees at Southwest Airlines are quite happy with theirs, and their boss.
So what is the game changer between a Southwest Airlines employee who wouldn’t think about leaving his job and the employee who says they won’t be at their current job in a year? Perhaps it’s a subjective question and individual answers would vary according to circumstances and a host of other variables.
I happen to believe that satisfaction in the workplace is attainable, but not a guarantee. The secret rests with the leadership at the helm and the culture they create. Here are three simple principles I believe that can foster a work environment that can lead to satisfaction.
Satisfaction occurs when leadership empowers and trusts its people. Without a foundation of trust for the talents and gifts of the people in your organization, satisfaction can never be achieved. When the people in your organization get the feeling that whatever they accomplish is never enough, or good enough, morale is lost and satisfaction will always remain out of reach.
Satisfaction occurs when excellence is the standard. When excellent service and products is the norm, then satisfaction is a sure thing. In his book, The Fred Factor, my friend Mark Sanborn writes, “The things you do, both small and large, cumulatively create a lifestyle that becomes apparent to anybody paying the slightest attention. It’s that kind of example that most influences others.” Excellence is an influence that generates a satisfaction that is contagious.
Satisfaction occurs when communication is strong. Strong communication within your organization is crucial to your success and to your bottom line. A quote from Fortune said, “It’s a shame when people can’t communicate. When they’re managers in your company, it’s a catastrophe.”
The challenge of effective leadership and creating satisfaction in the workplace comes through a leader who is in touch with his people and is communicating with them. A courageous leader is the one who is not afraid to get out of the office. The most effective communication is that which comes through relationship.
While not an exhaustive list of ways in which to build satisfaction in the workplace, it’s a good start. For if you practice these, and try and try and try—there can be satisfaction.
On a recent family visit to my hometown of Memphis, Tennessee, I took my daughters by the Lorraine Motel, the site of the assination of the Rev. Dr. Martin Luther
King, Jr.
I was seven years old when King was struck down. I have gone by the Lorraine numerous times over the years to remember King and his amazing legacy. Next week we will celebrate his memory with a holiday in his honor.
Aristotle said, “Hope is a waking dream.” Martin Luther King, Jr. was certainly a man whose dream awakened a nation and helped right the course of our history. Though taken from us way too early, we can still learn lessons from him when we challenge ourselves to live big dreams.
Big dreams inspire us to greater causes. On August 28, 1963, hundreds of thousands descended on the Mall in Washington, D.C. to hear King deliver his famous I Have a Dream speech. In it he said, “This note was a promise that all men, yes, black men as well as white men, would be guaranteed the unalienable rights of life, liberty, and the pursuit of happiness.”
King was a crusader for equality of rights, not just for black people but for all races. His dream was for a cause greater than himself in which he was relentless in pursuing. How about you? What is your dream and is it for a cause greater than self?
In his book, Rules of Thumb, Alan M. Webber asks a rather interesting question. “Would you rather have a tepid success with something that doesn’t matter or a brilliant failure with something that does?” You see, a big dream will set you on a course of action and for a cause that is greater than you. The size of your dream will determine the sphere of your influence. The greater your influence the greater the impact you will have.
Big dreams inspire us to greater challenges. In the speech King continued, “As we walk, we must make the pledge that we shall always march ahead. We cannot turn back… I am not unmindful that some of you have come here out of great trials and tribulations. Some of you have come fresh from narrow jail cells…You have been veterans of creative suffering. Continue to work with the faith that unearned suffering is redemptive.”
While tempted to bask in the glory of a dream achieved, we must remember that dreams are achieved through sacrifice and hard work. Dreams have a tendency to die not because the dream is unworthy, but because the dreamer gave up too soon. Anatole France said, “To accomplish great things, we must dream as well as act.” King not only dreamed big but he acted on it. Your dream becomes a reality when your heart grows legs and you take the first steps toward achieving it.
Big dreams inspire us with greater courage. King understood the necessity of his dream. He said, “I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.”
Many people look at King’s speech that day and remember his powerful oratory skills, and rightfully so. But even more powerful than his delivery was the power of his words. As he stood on the steps of the Lincoln Memorial that August day, King didn’t just deliver a good speech, he delivered courage and inspiration. He emboldened people to not just dream, but to believe that they could be the ones to go forth and make it a reality.
Big dreams have a way of stretching us. John F. Kennedy said, “We need men who can dream of things that never were.” Big dreams should not just elevate our imaginations but our hearts to causes greater than ourselves, empower us to face the challenges that will come, and give us the courage to overcome them.
At this time of the year it’s not uncommon to see geese flying across the evening sky.
One thing I’ve discovered over the years is that leadership lessons can be found all around us if we are paying attention. Yoggi Berra once mused, “You can learn a lot by watching.”
Tom Worsham in “Are you a Goose” shares a fascinating story about geese that reflects a lot on leadership principles.
He writes, “When you see geese heading south for the winter flying along in a “V” formation, you might be interested in knowing that science has discovered why they fly that way. Research has revealed that as each bird flaps its wings, it creates an uplift for the bird immediately behind it. By flying in a “V” formation, the whole flock adds at least 71 percent greater flying range than if each bird flew on its own.
Whenever a goose falls out of formation, it suddenly feels the drag and resistance of trying to go it alone. It quickly gets back into formation to take advantage of the lifting power of the bird immediately in front. When the lead goose gets tired, he rotates back in the “V” and another goose flies the point.
The geese honk from behind to encourage those up front to keep up their speed. And finally, when a goose gets sick, or is wounded by gunfire and falls out, two other geese fall out of formation and follow it down to help and protect it. They stay with the goose until it is either able to fly again or dead, and then they launch out on their own or with another formation to catch up with their group. Whoever was the first to call another person a “silly goose” didn’t know enough about geese.”
In as much as the story of the geese is not new, neither are the leadership lessons we learn from them. These are simple reminders that will help keep you on course. Consider these three observations.
Geese teach us that we can accomplish more when we work as a team. Individual talent, as impressive as it may be, is multiplied when we joins forces with others.
Greg Werner observed, “The life of a high achiever is one of give and receive. We receive that which we are first willing to give out. Therefore, to grow and achieve we must first be willing to help others grow and achieve, and, in doing so, the light of reciprocal achievement will brightly shine upon us.”
People who share a common vision, mission, and purpose, like the geese, attain that goal faster and more efficiently when they work together. Just as geese generate thrust as they travel together, your teams’ thrust will allow you to accomplish more when you stay together.
Geese teach us the power of unity. Solidarity of mission and purpose gives strength to the goals of the organization and make attaining them more realistic and attainable. An African proverb wisely states, “When spider webs unite they can tie up a lion.”
Flying together gives lift to the team. Unity in the workplace is defined not just by the slaps on the back when it succeeds, but in lifting up a teammates hand when she is down. A unified team wants everyone to succeed.
Geese teach us to share the load. Each team member possesses different skills and abilities to accomplish the goals of the team. On any given project, you may be the point man to bring the team to victory. On another project someone else may have the right talents and skills to accomplish the mission.
John Maxwell said, “People come together as teams, peers work together, and they make progress because they want the best idea to win.’ The formula for success is the same across the board; the team succeeds when we let the best idea wins out.
Don’t allow insecurity to cripple the productivity of your organization and its progress. Set office politics aside and rally around the best idea and the best team member for the project. A strong leader gladly shares the lead on projects and is a model team player. When the team shares the load its work is more productive and the rewards much greater.
2010 has taken flight. Take a look at your organization and its formation. Are you headed in the right direction?
