President Obama proposes spending $50 billion on highway and rail projects, calling it a long-term investment that will create jobs. Is this a worthwhile use of your tax dollars?
Difficulties exist to be surmounted.
- Ralph Waldo Emerson
Last week Federal Reserve Chairman Ben Bernanke delivered a major speech in Jackson Hole, Wyoming, on the state of the economy. In the speech he sought to reassure financial markets that the Federal Reserve did foresee a slow recovery, and that the Fed was prepared to offer more support if necessary. The speech came as the Commerce Department released revised downward second quarter Gross Domestic Product (GDP) numbers showing growth at just 1.6 percent.
The current state of the economy by any standard has people worried. The housing market remains sluggish, the stock market is vulnerable, and unemployment numbers are still troublesome. Add to the mix the partisan divide as the mid-term elections approach and we have a picture of a nation in turmoil.
Trusted leaders are not made in difficult times, they are revealed. Beethoven said, “This is the mark of a really admirable man; steadfastness in the face of trouble.” Whether you are the CEO of a large corporation or the owner of a small business struggling to make ends meet, a climate of trust and hope can alleviate many worries. Can faith and trust be restored in your organization in these troubled times? Yes it can, and here are a few ways in which you can make it happen.
Keep the vision before your team. I read a fascinating story by Don McCullough about Winston Churchill. In the story he writes about the time in which England needed to increase its production of coal. Churchill called together labor leaders to enlist their support. At the end of his presentation he asked them to picture in their minds a parade which he knew would be held in Piccadilly Circus after the war.
First, he said, would come the sailors who had kept the vital sea lanes open. Then would come the soldiers who had come home from Dunkirk and then gone on to defeat Rommel in Africa. Then would come the pilots who had driven the Luftwaffe from the sky.
Last of all, he said, would come a long line of sweat-stained, soot-streaked men in miner’s caps. Someone would cry from the crowd, “and where were you during the critical days of our struggle?’ And from ten thousand throats would come the answer, ‘we were deep in the earth with our faces to the coal.’”
Presently your team may feel they are deep in the trenches with their faces to the coal. As you keep the vision before them you can inspire them with the confidence needed to endure troubled times.
Keep the faith in your team. Dr. Norman Vincent Peale said, “When you affirm big, believe big, and pray big, big things happen.” If there was ever a time in which your team could use your voice of faith and encouragement it is now.
I am reminded of the story from Bits & Pieces about American painter John Sargent. He once painted a panel of roses that was highly praised by his critics. It was a small picture, but it approached perfection. Although offered a high price for it on many occasions, he refused to sell it. He considered it his best work and was very proud of it. When he was deeply discouraged and doubtful of his abilities as an artist, he would look at it and remind himself, “I painted that.” Then his confidence and ability would come back.
We are indeed living in challenging times. Your team is not exempt from temptations to fall prey to discouragement as they glance at the news headlines. Yet when your team has reminders of the vision before them and your voice of faith behind them, the possibilities for all of you are endless.
C.S. Lewis said, “Friendship is born at the moment when one person says to another: What! You too? I thought I was the only one.” When vision and faith come together in the hearts of your team, troubled times will be remembered not for the struggle, but as the defining moment that your team came together went to the next level.
A great man is always willing to be little.
- Ralph Waldo Emerson
In the arena of conventional wisdom much has been said and written on how to go from good to great as a leader. While much has been penned about how to get to the top it is important to understand how leaders stay there.
John Maxwell said, “Great people have little use for fame or notoriety; they are consumed with productivity, not image. They are content when the moment calls for them to be little, ordinary, or common – as long as the goal is achieved.” While many look to unlock the deep secrets and mysteries of leadership; is it possible to overlook simple characteristics that propel leaders to the top and keep them there? I believe it is, and here are a few observations on how great leaders do it.
Great leaders are comfortable in their own skin; they are authentic. 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.” This is at the heart of leaders who make it to the top. Hang around any great leader long enough and you will soon find that you feel right at home around them. Why? When the leader is at ease others around him will be also and productivity will flourish. Great leaders have nothing to prove and care deeply for those near them.
Great leaders are content to ride shotgun; they delegate. By and large, great leaders did not get to where they are by going it alone. Neither will they remain there without being surrounded by a devoted group of leaders with a shared vision.
Jim Collins said, “The moment you feel the need to tightly manage someone, you’ve made a hiring mistake. The best people don’t need to be managed. Guided, taught, led – yes. But not tightly managed.” A great leader is great because he gives adequate space to those around him to achieve their full potential.
Great leaders understand the greater purpose of riding shotgun. The leader understands that he will not sit atop his perch forever. Success calls for a successor and riding shotgun is merely driver training for a seamless transition. Leaders delegate for the greater good.
Great leaders are careful to share the limelight; they are humble. All that matters to the leader is that the goals are achieved. Robert Woodruff said, “There is no limit to what a man can do or how far he can go if he doesn’t mind who gets the credit.” If achieving goals requires the leader to be little, ordinary, or common, then look for the leader to step up for the greater good.
Thomas Merton said, “A humble man can do great things with an uncommon perfection because he is no longer concerned about accidentals, like his own interests and his own reputation, and therefore he no longer needs to waste his efforts in defending them.” A great leader demonstrates strength in allowing the light to shine on others. For in understanding the big picture he accurately understands his small role.
Great leaders stay on top not by acts of vanity but rather by acts of mercy. Great leaders dare to be authentic, delegate responsibility, and walk in humility. The secret to understanding how great leaders stay on top is found in the discovery that these were the habits formed from the beginning and have been practiced ever since.
We judge ourselves by what we feel capable of doing, while others judge us by what we have already done.
- Henry Wadsworth Longfellow
In his book Rules of Thumb, Alan M. Webber writes about the differences between talkers and doers. It is a special relationship in organizational structures between those who talk up great ideas and those who make them happen.
Webber states, “In your company, who gets listened to when it comes to assessing an idea or evaluating a project? If your company is like most, good talkers get taken more seriously than real doers. The people in the field who are closest to the problem and closest to the customer may be useful when it comes to do what our experts have advised.” Herein lies the primary challenge to the discerning leader. How do you take the best and brightest ideas from the talkers and mesh them with the executioners of the vision; the doers? Sound familiar?
Let’s face the fact. Companies need visionaries as well as executioners of the vision. Every organization is dependant upon both for survival. Unfortunately, the marriage between the two can be rocky because each uses a different side of the brain in the process.
In keeping with a marriage metaphor, Dave Meurer said, “A great marriage is not when the ‘perfect couple’ comes together. It is when an imperfect couple learns to enjoy their differences.” When a leader understands his dependence upon dreamers and doers and creates interdependence between the two, great things can happen for the company. Here are a few simple tips for doers and dreamers and how working together can be a game changer within your company.
Dreamers must defer the details to the doers. It is important to understand the powerful influence of dreamers. T.E. Lawrence said, “All men dream: but not equally. Those who dream by night in the dusty recesses of their minds wake in the day to find that it was vanity: but the dreamers of the day are dangerous men, for they may act their dream with open eyes, to make it possible.”
Think of where your company might be today were it not for the dreamers; those who see the big picture long before others and point the way. Dreamers are invaluable in terms of their creative genius to move the company in the right direction. Yet, when it comes to the execution of the plan, dreamers must give way to the doers.
By deferring to the doers, dreamers are in essence passing the baton as in a race to the ones that can carry the team across the finish line to victory. When dreamers understand that doers can take the vision to completion it no longer becomes a territorial issue but one of what is best for the team. For the dreamer it is not about sole possession of the idea, it is about learning to share; to see the dream come to fruition.
Doers must trust the dreamer. In some ways, doers are natural skeptics of dreamers. Again, both work and live on different sides of the brain, and therefore do not always understand one another. When the doer learns that the dreamer is just as vested in the company as he is, progress can be made.
Trust between a doer and a dreamer is like assembling a jigsaw puzzle. Dreamers already know what the picture looks like, but it is up to the doers to put it together. Doers have to trust that the dreamers have the right picture or vision for where the company is supposed to go before they put the pieces together.
Doers and dreamers must be team players. Trust is nurtured when leadership builds bridges between doers and dreamers. I know how difficult it can be when two allies can’t come together but should because each is playing by their own rules. Frustration sets in and progress is stymied.
Webber adds. “But don’t forget: you’ve got plenty of street-smart frontline people in your own organization, men and women who are close to the customer and have deep working knowledge about what works and doesn’t in your company. How do you get access to their kind of knowing, the kind that comes from actual doing?” This is exactly what you as a leader must figure out.
When doers and dreamers work together; setting aside pride and ego, great things are bound to happen. When you unleash the power of a dream with the ingenuity of doers, your organization is bound to flourish.
Baseball isn’t a life-and-death matter, but the Red Sox are.
- Boston columnist Mike Barnicle
Forbes magazine released the results of a study last week that ranked the best sports fans in America. The study revealed that Boston Red Sox fans are best in the nation. The criteria cited were attendance figures from home and away games, merchandise sales figures, and the results of surveys that determined teams’ in-market popularity.
While the results of the survey might come as a surprise to fans in larger markets such as New York or Los Angeles, it comes as no surprise to the Red Sox faithful. As one brought up a fan of the St. Louis Cardinals, I married into Red Sox Nation. When the Red Sox swept my beloved Cardinals in the 2004 World Series, it was a bitter pill to swallow.
As an adopted member of Red Sox Nation, I know something about the passion, zeal, and heart of Red Sox fans during good times and bad. As a sports enthusiast with a passion for leadership, it’s not too hard to draw the parallels when it comes to being a leader along with the highs and lows of the game. From the best fans in the nation — Red Sox Nation, come four leadership lessons to encourage you regardless of the team you cheer for.
Faithful to the team. Whether in the hunt for the division title or playing through a disappointing season already determined; Red Sox fans support their team. Be it the morale of a major league baseball team or of your organization, faithful support is earned, not a right.
Building a loyal following to your company or brand requires something special. The value of your product while important is secondary to the value that you place in your customer. Red Sox fans appreciate the history, tradition, and great rivalries that have endeared them to the hearts of the faithful. In short, faithful followers are earned through faithful service.
Aspire to be the best. Some of greatest baseball players of all time have suited up in a Red Sox uniform. From Ted Williams, Babe Ruth, Carl Yastrzemski, Johnny Pesky, Carlton Fisk, and Jim Rice to name only a few, these have added to the lore and legend of Red Sox Nation.
Cultivating a climate of excellence in your organization is not achieved by accident. Commitment is made at every level to be the best. Red Sox fans have come to expect over the long haul a team that will field the best players to give them every advantage possible to win. When your company creates the same standard of excellence and expectation, good things will come, but it begins with a commitment to be the best.
Never quit believing. If there is one characteristic that describes Red Sox fans it would be enduring. The first World Series championship for the Red Sox came in 1903 against Pittsburgh. After winning the 1918 series against the Cubs, the Red Sox agonized for the next 86 years until the title came back to Fenway. The alleged “Curse of the Bambino” was finally put to rest.
The heart of your organization is celebrated in the good times. The character of your organization is built during the down times. Over the years, Red Sox fans have developed a lot of heart and character that has earned them the distinction as the most dedicated fans in the country. It has been a long journey on the road to this honor, and it will be the same for you. Regardless of what your business looks like today, never quit believing that your best days are ahead of you.
Sing like nobody’s business. One of the highlights of any visit to Fenway Park takes place before the bottom of the 8th inning. It is a tradition that began in the 1990’s and continues today. Whether the Red Sox are winning or losing, from the public address system comes Neil Diamond’s hit tune, Sweet Caroline. Fans are on their feet, everyone is singing, and Fenway Park is rocking.
Benjamin Disraeli said, “Most people will go to their graves with their music still in them.” In this economy many have turned their focus to what they have lost and what the future has in store for them. But uncertain days give way to confident leaders. No matter how things look, confident leaders never quit believing…and singing.
I read a story from Bits & Pieces about the Irish Potato Famine (1846-1851) which resulted in a 30 percent drop in population of the west of Ireland. The prolonged suffering of the Irish peasantry had broken the survivors in body and spirit.
John Bloomfield, the owner of the Castle Caldwell in County Fermanagh, was working on the recovery of his estate when he noticed that the exteriors of his tenant farmers’ small cottages had a vivid white finish. He was informed that there was a clay deposit on his property of unusually fine quality. To generate revenue and provide employment on his estate, he built a pottery at the village of Belleek in 1857. The unusually fine clay yielded porcelain china that was translucent with a glass-like finish. It was worked in to traditional Irish designs and was an immediate success.
Today, Belleek’s delicate strength and its iridescent pearlized glaze is enthusiastically purchased the world over. The multimillion-dollar industry arose from innovative thinking during some very anxious times.
Today we continue to experience the effects of a recession, unemployment remains high, and many are struggling to make ends meet. Through the eyes of history we understand the cyclical nature of the human spirit and its ability to overcome adversity.
The resilient leader when faced with anxious times is an innovator of opportunity that gives way to a better day. What are the leadership characteristics of these innovators?
Innovators are resilient in hardship. Given the choice, no one prefers to go through famine or recession. But innovative leaders find ways to meet the challenge and give hope to those around him. When difficult times come, innovators tend to revert back to the basics that made them strong to begin with.
Writing for investopedia.com, Andrew Beattie says, “The biggest benefit of hard times is that companies get hurt for inefficiencies that they laughed off in better times. A recession means general fat trimming for companies, from which they should emerge stronger, and that’s good for investors.” As in the famine, today’s leader finds ways to emerge stronger than before.
Charles Dickens said, “No one is useless in this world who lightens the burdens of it for another.” Resilient leaders lift the spirits of the broken to believe that while today you might be in a famine, clay in the dirt tomorrow can bring new hope.
Innovators are not afraid to get dirty. It was when Bloomfield was working on the recovery of his estate that he noticed the white finish on the exterior of the cottages. The discovery of the clay deposits was the prelude to the creation of a multimillion-dollar porcelain china business.
When faced with the adversities of life, innovative leaders refuse to wallow in despair. Be it by design or unexpected discovery; leaders are purveyors of solutions by which everyone around them reaps the rewards. Thomas Edison said, “Opportunity is missed by most people because it is dressed up in overalls and looks like work.” Bloomfield was not sitting idly by, his hands were dirty and the payoff was astounding.
Innovators retool their thinking. The same ground that was the source of their famine has now becomes the source of their fortune. How you look at your circumstances can either hold you back or move you forward. The solution to your problem is not as far away as you might think. The challenge of the innovative leader is to look under the rocks with a fresh set of eyes to the possibilities before him.
An old story from Reader’s Digest illustrates the power of right thinking and a positive outlook. It describes how both the hummingbird and the vulture fly over our nation’s deserts. All vultures see is rotting meat, because that is what they look for. They thrive on that diet. But hummingbirds ignore the smelly flesh of dead animals. Instead, they look for the colorful blossoms of desert plants. The vultures live on what was. They live on the past. They fill themselves with what is dead and gone. But hummingbirds live on what is. They seek new life. They fill themselves with freshness and life. Each bird finds what it is looking for. We all do.
Benjamin Disraeli said, “The great secret of success in life is for the man to be ready when his opportunity comes.” Opportunities are knocking, are you ready?
Only a life lived for others is a life worthwhile.
- Albert Einstein
I will never forget driving through a small Florida town many years ago. As I drove past a small family diner there was a sign out front that read, “Come in and eat before we both starve.” While meant to be humorous, the sign is as pertinent now as it was years ago. The owners were dependant upon patrons for their business, and consumers with an appetite appreciate the value and service of a nice place to eat.
In one word John Maxwell defined leadership as influence. And if influence is the one word by which leadership can be defined, service is the fuel by which it operates. William J.H. Boetcker said, “The more you learn what to do with yourself, and the more you do for others, the more you will learn to enjoy the abundant life.” Once leaders wrap their hearts and minds around the concept of service, it will change not only culture within your organization, it will separate you from your competitors as well.
Creating a culture of service within your organization begins with a basic sense of purpose and understanding as to why you exist. For your team it is the recognition and understanding that the customers which you rely upon are not a distraction, a nuisance, nor an interruption, in fact, they are the reason you exist. Yet the concept of service transcends how we treat the customer, it also is a reflection of how within the organization you treat one another.
Carrie Chapman Catt said, “Service to a just cause rewards the worker with more real happiness and satisfaction than any other venture in life.” While it is true that good service is good for business, living a life of service to others is good for everyone.
Service is a difference maker, be it with your customers, your team, or in any other venture in which you can find yourself useful. Here are three things to understand with regard to service and how it develops a meaningful life.
Who you serve is a reflection of your priorities. Everyone wants to make a difference and live a life of significance. Dave Thomas said, “Unselfish and noble actions are the most radiant pages in the biography of souls.” Thomas is a great example of a leader who served others by promoting his Dave Thomas Foundation for Adoption which has helped children find loving homes since the inception of the foundation in 1991.
Who you serve reaches beyond your customer base and touches countless lives through service organizations and programs that you believe in. The philosophy is simple; find a need and do your part to meet it. While those you serve will be appreciative, internally you are creating a culture in your organization that understands that you are serving causes greater than yourself.
How you serve is a reflection of your heart. Emily Yellin, the author of Your Call Is (not that) Important to Us, says, “Some really backward companies still view customer service as merely an inescapable nuisance. Realize that most of the world is moving on from that retro view.” A wise leader understands that it does not matter if the product is superior, if the service is terrible, the customer can always shop somewhere else.
Joseph Joubert said, “A part of kindness consists in loving people more than they deserve.” Acts of kindness should not be random but standard. How we treat clients, our colleagues, and our families, are found in making kindness a practice. You may not choose who you serve in your business, but you do choose how you will treat them.
Why you serve is a reflection of your motives. Albert Einstein eloquently said, “Only a life lived for others is a life worthwhile.” While serving others is beneficial to your bottom line, builds a strong customer base, and builds morale within your organization, it is humbling to know that a greater cause is being served.
Service transcends customer relations and the existence of your product. In the end, what you have done to touch and impact the lives of others is what will truly make a difference. It is then you will understand the power of serving.
There is nothing better than the encouragement of a good friend.
- Katharine Hathaway
A story is told of Edward Steichen who became one of the world’s most renowned photographers. He almost gave up on the day he shot his first pictures. At 16, young Steichen bought a camera and took 50 photographs. Only one turned out – a portrait of his youngest sister at the piano.
Edward’s father thought that was a poor showing. But his mother insisted that the photograph of his sister was so beautiful that it more than compensated for 49 failures. Her encouragement convinced him to stick with his new hobby. He stayed with it for the rest of his life, but it had been a close call. What tipped the scales? The vision to spot excellence in the midst of a lot of failure.
Steichen’s renowned career as a photographer, painter, and curator, was birthed by the power of words spoken to him at an early age by a thoughtful mother who believed in his abilities. Her example is testament to the power of encouragement and the impact of what I call 1:50 leadership principles.
The 1:50 ratio is a leadership principle which believes that the power of encouragement is meant to elevate the morale, confidence, and productivity of your organization. Johann von Goethe said, “Instruction does much, but encouragement does everything.” While instruction is a blueprint, encouragement is the fuel that moves your organization forward. So, what are the 1:50 ratio principles that leaders possess?
The 1:50 leader believes that your best days are ahead of you. It might have been easy for young Steichen’s mother to join the chorus of the father who believed the exercise of taking pictures was futile. When the numbers are against you and what you have done is considered as failure by some, along comes a 1:50 leader who takes a second look.
“Originality,” as Thomas Higginson said, “is simply a fresh pair of eyes.” The difference between 49 bad pictures and one that can launch a prolific career is found in the eyes of the encourager. The difference maker is one leader who in her heart believes the best and dares to speak it.
The 1:50 leader believes that your failures are not final. Steichen’s mother was convinced that the picture was so good that it more than compensated for the 49 failures. How do you see your team? Do you believe that your organization, despite the economy, and all other obstacles it faces is capable of success?
A 1:50 leader knows that failure can be demoralizing. He understands that the difference between a team member throwing in the towel in despair and success is words of encouragement that motivates him to take one more picture. Charlie “Tremendous” Jones said, “Things don’t go wrong and break your heart so you can become bitter and give up. They happen to break you down and build you up so you can be all that you were intended to be.” A 1:50 leader is there to build up and to see others reach their full potential.
The 1:50 leader believes that you can make a difference. The critical moment comes when faced with the decision that only you can make. Edward’s father was of the opinion that the hobby was not worth pursuing; his mother believed it was. All some people need as they stand in the valley of decision is one word of encouragement that propels them to their destiny.
A 1:50 leader defies all odds and dares to believe in his team. He speaks words of encouragement with conviction in such a way that failure is not an option. Yes, the 1:50 leader can make a difference.
When faced with what may seem to be insurmountable obstacles before you, consider the words of Thomas Edison who said, “I am not discouraged, because every wrong attempt discarded is another step forward.” Moving forward begins with a belief in your heart that the steps before you are not a trap but a blessing, and that your words will encourage others to take the journey with you.
Good communication is as stimulating as black coffee and just as hard to sleep after.
- Anne Morrow Lindbergh ‘Gift from the Sea’
Prudence Leith in her book, Pardon Me, But You’re Eating My Doily, shares her favorite catering disaster regarding a couple who went to the Far East on holiday. They wanted, besides their own supper, something to give to their poodle.
Pointing to the dog, they made international eating signs. The waiter understood, picked up the poodle, and set off for the kitchen—only to return half an hour later with the roasted poodle on a platter.
How often in your organization has the effectiveness of your communication been about as productive as it was for the couple at dinner? It seems that the more advanced we have become with the age of new media phenomenon’s such as Twitter and Facebook, etc., the greater the challenges of personal interaction and communication have become.
Success in your business is dependent not just upon the modern conveniences of today’s technology, but on the power of personal relationships. Whether communicating with your staff, potential clients, or your family, you will need to develop a strong set of communication skills that will empower you to win. Consider these three keys to meaningful communication.
Speak from your heart. When your team hears what is coming from your heart it will move them to respond in a manner more fulfilling than just responding to policy directives. While day-to-day operations are essential to your operation, communication from the heart transcends office procedure to an understanding of the larger picture- your organization’s mission.
John Maxwell says, “Few things increase the credibility of leaders more than adding value to the people around them.” This is especially true when it comes to communicating from the heart. In doing so, your team will have a greater appreciation for your vision and will rally around you to achieve it. Meaningful communication begins when you speak from your heart.
Look them in the eye. There is something to be said for face-to-face communication. The way I read an email, for example, may be totally different from the way that you do. Implied tones, inflections, or attitudes are assumptions I make that may not necessarily reflect the intent of the sender. Yet when I look into the eyes of the person(s) I am speaking with it clears up any doubts, builds relationships, and breeds trust.
Bruce Burton said, “For good or ill, your conversation is your advertisement. Every time you open your mouth you let men look into your mind. Do they see it well clothed, neat or businesswise?” The most important information regarding your organization deserves the most meaningful form of communication. Don’t let your team read about it; show up, look them in the eyes, and speak from your heart.
Listen with passion. Effective leaders understand that the most important ingredient of meaningful communication is listening. The next time you are sitting around the conference table take a look at who is trying to control the conversation and who is actually listening, it might surprise you.
A story is told about Broadway producer Jed Harris who once became convinced he was losing his hearing. He visited a specialist, who pulled out a gold watch and asked “Can you hear this ticking?” “Of course,” Harris replied. The specialist walked to the door and asked the question again. Harris concentrated and said, “Yes, I can hear it clearly.” Then the doctor walked into the next room and repeated the question a third time. A third time Harris said he could hear the ticking. “Mr. Harris,” the doctor concluded, “there is nothing wrong with your hearing. You just don’t listen.”
Peter Drucker said, “The most important thing in communication is hearing what isn’t said.” Meaningful communication begins when you understand that you organization depends on it and that it begins with you.
My best friend is the one who brings out the best in me.
-Henry Ford
As the midsummer All Star game approaches, I am reminded of a story about one of the all-time baseball greats, Babe Ruth. His bat had the power of a cannon, and his record of 714 home runs remained unbroken until Hank Aaron came along. The Babe was the idol of sports fans, but in time age took its toll, and his popularity began to wane.
Finally the Yankees traded him to the Braves. In one of his last games in Cincinnati, Babe Ruth began to falter. He struck out and made several misplays that allowed the Reds to score five runs in one inning. As the Babe walked toward the dugout, chin down and dejected, there rose from the stands an enormous storm of boos and catcalls. Some fans actually shook their fists.
Then a wonderful thing happened. A little boy jumped the railing, and with tears streaming down his cheeks he ran out to the great athlete. Unashamedly, he flung his arms around the Babe’s legs and held on tightly. Babe Ruth scooped him up, hugged him, and set him down again. Patting him gently on the head, he took his hand and the two of them walked off the field together.
The story of the Babe serves as a reminder of the power of loyalty as seen through the innocence of a child. Not deterred by the advantage of having years to watch Ruth’s game decline, the young boy still esteemed Ruth as the baseball great he had been, not for what he had become in his twilight years.
Through the eyes of an unnamed boy come principles of loyalty and compassion that can empower leaders for greater service. The most effective means by which to empower your team and solidify your leadership skills comes down to understanding these three simple lessons.
In success you gather a following. When the Babe was on top of his game; cranking out home runs and winning titles, it was easy to be on his bandwagon. Success is like that. Everyone likes a winner. Irving Berlin said, “The toughest thing about success is that you’ve got to keep on being a success. Talent is only a starting point in business. You’ve got to keep working that talent.”
While it is normal to understand how loyalty is built in times of success, true loyalty is manifest during the down times. It is just human nature, be it in sports, or business, to pull for a winner. Loyalty and goodwill is built in the good times, but as Berlin said, you’ve got to keep working that talent.
In failure you gather your friends. While fans may be fickle, your friends will be with you to the end. Babe Ruth achieved a level of success that others in the game would envy. His fans were treated to an era of the game that was truly inspiring. Yet, in the sunset of his career, he was heckled.
Somerset Maugham said, “The common idea that success spoils people by making them vain, egotistic, and self-complacent is erroneous; on the contrary, it makes them, for the most part, humble, tolerant, and kind. Failure makes people cruel and bitter.” Maugham’s observation is spot on with regard to how Ruth embraced the little boy who emerged from the stands. Instead of brushing him aside, Ruth kindly embraced him, and held his hand as they walked off the field.
Someone once said, “Loyalty is faithfulness, and effort, and enthusiasm. It is common decency plus common sense. Loyalty is making yourself part of an organization-making it part of you.” This is a proper understanding of loyalty’s high and noble calling. Cling to it during the good times and lean on it during the down times, but never underestimate the power of it.
In humility you garner admiration. Whether as one of the most beloved baseball players of all time, or the leader of your organization, serving in humility is an indispensible quality of leadership. In the good times and bad, humility will be an endearing quality recognized and rewarded by those close to you.
John Rusk eloquently said, “I believe that the first test of a truly great man is humility. I do not mean by humility, doubt of his own power. But really great men have a curious feeling that the greatness is not in them, but through them. And they see something divine in every other man and are endlessly, foolishly, incredibly merciful.”
Serve in humility, keep your friends close, and enjoy the journey. As you do, you will be the leader others will always cheer for.
Affirmation from others is fickle and fleeting. If you want to make an impact during your lifetime, you have to trade the praise you could receive from others for the things of value that you can accomplish. You can’t be ‘one of the boys’ and follow your destiny at the same time.
-John Maxwell
Since the recent dustup over the resignation and replacement of General Stanley McChrystal, I ventured out to the local bookstore to pick up the current issue of Rolling Stone magazine to read for myself the story that took down a top general in war time and what possible lessons can be learned.
I am not a political pundit, but I am an observer of current events, and a student of history and leaders. The insights Michael Hastings offered into the life of McChrystal and his inner circle were compelling and in the big picture showcase a set of struggles that all leaders at some time or another must come to grips with.
Whether navigating the waters of leadership on the battle fields of Afghanistan or your business on Main Street, the leadership challenges you face will either strengthen you or handicap you moving forward. What are those struggles and how should they be addressed?
First - the struggle for your principles and the challenge of superiors. For a General with the temperament of McChrystal, bureaucracy and politics are hurdles to accomplishment. “The son of a general, McChrystal was also a ringleader of the campus dissidents,” writes Hasting, adding, “a dual role that taught him how to thrive in a rigid, top-down environment while thumbing his nose at authority every chance he got.”
For some leaders, there is a fine line between loyalty to those in the command above you and remaining true to self in the process. As a leader, this need not be an either-or proposition. Edwin R. Murrow said, “We must not confuse dissent with disloyalty. When the loyal opposition dies, I think the soul of America dies with it.” Being true to self is the ultimate display of loyalty to those above you.
Second – the struggle for your strategy and vision and the challenge for temperance. Hastings writes of McChrystal, “Growing up as a military brat, McChrystal exhibited the mixture of brilliance and cockiness that would follow him throughout his career.” It is a struggle many leaders face and find difficult to master. Articulating a vision and plan for the future direction of your organization might make sense to you, but winning the hearts and minds of others may take a while.
A Dutch Proverb says, “A handful of patience is worth more than a bushel of brains.” When executing the vision for your company or personnel, a leader too far ahead of the team runs the risk of walking alone. A wise leader will patiently lead them and bring the entire team to victory.
Finally –the struggle of your team and the challenge for authority. When McChrystal was challenged by the men who disagreed with his rules of engagement, Hastings writes that McChrystal told them, “Strength is leading when you just don’t want to lead, you’re leading by example. That’s what we do. Particularly when it’s really, really hard, and it hurts inside.”
Leaders understand that change is never easy and that it is a slow moving ship. Rather than scold the men for their line of questioning or concern, McChrystal confronted it head-on. A confident leader welcomes input, listens to concerns, and provides what he believes are the best options for success.
Leadership is full of rewards and struggles; it comes with the territory. I do not believe that McChrystal’s resignation, while a blemish on his record, should diminish his otherwise patriotic service and devotion to his country.
Important to understand is what Warren Bennis meant when he said, “Good leaders make people feel that they’re at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.”
The leadership struggles you face today are making you the leader you are destined to become tomorrow. Don’t shy from the struggle, instead embrace it, and in doing so, you are a step closer to success.
