Doug Dickerson is an award winning columnist and director of Management Moment Leadership Services. He is the author of the new book, Leaders Without Borders: 9 Essentials for Everyday Leaders. Visit www.dougsmanagementmoment.blogspot.com to learn more.
Anyone who stops learning is old, whether at twenty or eighty. Anyone who keeps learning stays young – Henry Ford
In a recent Sports Illustrated article, Lars Anderson writes of the learning curve and challenges of rookie NASCAR driver Danica Patrick. A former IndyCar driver, Patrick is not new to racing but is new to NASCAR to which Patrick has discovered is altogether a different type of race.
As Anderson points out, Patrick is trying to master a new car and make new friends. "Patrick is now feeling the same base emotion that grips most inexperienced drivers in the Nationwide series: frustration," writes Anderson. But so far this season he reports that Patrick is making the adjustments and is currently 11th in the Nationwide standings, and her average finish is near the middle of the pack.
Earlier this season Patrick stated, "This first year is going to be a learning experience for me. I know there will be a lot of bumps in the road. I'm in this for the long haul. My hope is just that I get a little better every day." And with that type of attitude and outlook it should be a good season for her as she continues to improve.
Whether working with a new hire, or a team of seasoned professionals in your office, learning curves can be treacherous time consuming. In a recent survey conducted by Career Builder, more than 8,000 readers commented or cast their votes for their top complaints in the workplace: balancing work-life duties without going crazy, staying entrepreneurial and taking risks in an era of uncertainty, managing your time so email and Crackberries don't control you, negotiating a stultifying bureaucracy-and getting things done, dealing with generational tension in the workplace, and coping with clueless-or toxic bosses.
Couple these top complaints with existing learning curves and you have all the ingredients in place for a perfect storm scenario that can wreak havoc in your office. Besides going AWOL, what is a leader to do? How can you lead through your challenges and keep a cohesive team together? Here are three tips to help you.
Build your environment. Whether it is rising above learning curves or working through office frustrations, it is when you build the environment that you expect that you can experience the growth that you need. The tone within your organization revolves around key ingredients such as attitude, morale, and collaboration. When these are healthy and fostered then you have created an opportunity for success.
The late Steve Jobs said, "Be a yardstick of quality. Some people aren't used to an environment where excellence is expected." The surest way to success is an environment of excellence and ground rules in place that holds everyone accountable for strong attitudes and a sense of teamwork that allows strong morale to produce your desired results.
Build your people. Whether you are working with a rookie in your office or senior staff, commit yourself to empowering your people to be their best. John Maxwell said, "For teams to develop at every level, they need leaders at every level." He is right. It is when you commit yourself to developing your staff as leaders that they become the leaders on every level.
Billy Hornsby said, "It's okay to let those you lead outshine you, for if they shine brightly enough, they reflect positively on you." What a great thought. Do you want to help that rookie employee? Do you want to cut down on the frustrations that exist in your office? Commit yourself to the leadership development of your team and see the difference it makes. When you build your people everything else will fall into place.
Build your future. Personal and leadership development is a process. It takes times and commitment but the rewards are worth it. When you commit yourself to building the right kind of environment that fosters growth, and you build your people, you are securing your future. Napoleon Hill said, "You can't change where you started, but you can change the direction you are going. It's not what you are going to do, but it's what you are doing now that counts."
How are you securing your future? Are you building the right environment for your team? Are you committed to the development of your people? The learning curves and frustrations you face is merely the gateway to unlimited possibilities before you. Start building!
A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better. – Jim Rohn
Last week, for the seventh year, the Hay Group released their findings that identify which organizations have the best leadership practices and what we can learn from them. The top five companies were General Electric, Proctor & Gamble, IBM, Microsoft, and Coca-Cola.
The Hay Group polled 7,000 people in more than 2,300 companies worldwide. Respondents rated their own companies and were asked to nominate three other companies they most admire for leadership. Each of the companies shared four common leadership traits: the company enables organizational agility, broadens perspective, focus on collaboration, and leadership drives innovation.
Among some of the more interesting survey findings were: 100 % of the best companies let all employees behave like leaders. Only 54% of peers do likewise; 90% of best companies let employees bypass the chain of command with an excellent idea; problems are opportunities, 95% of best companies think this way; collaboration is mandatory. 100% of the best companies take action when a leader is not collaborating; 95% of senior leaders take time to actively develop others. Only 48% of leaders at peer companies do this; and 95% of best companies reward leaders based on their ability to build excellent peer relationships.
The 21st century marketplace has changed rapidly. It is important to be relevant. The Hay group report says, "With the accelerating pace of change, the window of meaningful innovation is narrower than ever. The best companies have flattened their organizations and streamlined governance, becoming more agile and reducing obstacles to innovation. They focus on instilling agility in their leaders, and design job roles to allow flexibility in responding to immediate projects. They work quickly to translate strategies and decisions into action, and drive decision-making authority down to organizational structure."
Consider for a moment if you will the current state of leadership within your company and employee morale. Are you on a sustainable path? Creating a culture of positive leadership takes hard work, dedication, and boldness. What does a successful culture of leadership look like? Here are three ideas for consideration.
A place of empowerment. As the Hay Group survey reveals, the best companies are those that let employees behave like leaders. What a novel concept. When team members are empowered to behave as leaders they will not disappoint. Given the opportunity, empowered employees will work hard to meet and exceed expectations.
A culture of leadership with an emphasis on empowerment is coordinated by leadership that realizes that the vertical lines of authority are being replaced by horizontal ones. When everyone is empowered to lead everyone shares the success.
A place of possibilities. Within this culture of leadership and empowerment is a place of unlimited possibilities. While many companies choose to play it safe; consider this finding from the Hay Group survey - 94% of best companies are prepared to run unprofitable projects to try new things.
Imagine what could happen in your place of business if a culture of possibilities were to be implemented, even if it meant in the short-term that your company posted a loss? Dare we dream outside the box and unleash a culture of possibilities? Thomas Edison said, "If we did all the things we are capable of, we would literally astound ourselves." What are you waiting on?
A place of vision. Winfred Newman said, "Vision is the world's most desperate need. There are no hopeless situations, only people who think hopelessly." He is right. The single greatest drawback to the advancement of your organization is a lack of vision. Until the vision is known, don't expect a culture of leadership to thrive much less exist.
A culture of leadership thrives when the vision is clear, and everyone in your organization understands not just the "how to" of the operation but the "why "which speaks to your greater purpose. To the extent everyone knows the vision and purpose that is the extent to which you will be successful.
Influence – "the action or process of producing effects on the actions, behavior, opinions, etc., of another or others." – Random House Dictionary
Jeremy Lin, Hillary Clinton, Warren Buffet, Adele, Justice Anthony Kennedy, Tim Tebow, Cardinal Timothy Dolan, and Stephen Colbert; what do these people share in common? These individuals are on the Time magazine list of The 100 Most Influential People in the World for 2012.
Chosen in the categories of breakouts, pioneers, moguls, leaders, and icons, Time has given us their annual list of whom they consider to be the most influential people in the world. It's quite an impressive list. While many of the names are recognizable, would you however, know why Wang Yang, Andrew Lo, or Dulce Matuz was chosen? Yes, they are noteworthy, and each has a compelling reason why they belong on the list.
Napoleon Hill said, "Think twice before you speak, because your words and influence will plant the seed of either success or failure in the mind of another." Leadership is about influence. And understanding the power of influence is all the more important as you begin to make your mark in your surroundings. Here are three insights about influence and how to keep it real.
The practice. Each of the persons chosen by Time shares a common trait; they have excelled in their chosen professions. They've worked hard, overcome the odds, and toiled in obscurity long before the notoriety they now bask in. Their influence was carved out of a passion for a sport, a desire for political reform, a need to cure a disease, to entertain the masses, or to raise awareness for human rights.
The practice of influence is simply your passions on display. Mia Hamm said, "If you don't love what you do, you won't do it with much conviction or passion." She's right. The practice of influence is born out of conviction and passion; it's the secret to the measure of your influence. If your passions are not known to you they won't be known by others. When your passions are practiced your influence will take care of itself.
The recognition. Your name may not be mentioned on the cover of Time, but as your influence grows as a leader so too does your recognition. A smart leader understands that recognition and responsibility go hand in hand. So before you begin to crave the recognition be sure that that your heart is in the right place.
Abraham Lincoln said, "Don't worry when you are not recognized, but strive to be worthy of recognition." That is sound advice for any leader. Recognition as a leader is a blessing, not a right. Use it wisely.
The reward. The reward of influence is found in the good that it produces. To be sure, not all influence is good. And some have used their influence for less than honorable outcomes. But the reward of influence can be found in the contributions of lifting up causes greater than self, raising awareness to the plights of the less fortunate, and simply making the world a better place in which to live.
What will be the measure of your leadership? What will be the reward or satisfaction that comes from it? To what end will you use the influence that you have to enrich the lives of those around you? Ella Baker said, "Give light and people will find the way." And that is what leaders with influence are all about –giving light.
Your influence may not land you on the front cover of Time, but it is in no way less significant. The practice, recognition, and reward come from knowing that you lived with purpose and your influence made a difference.
You can start right where you stand and apply the habit of going the extra mile by rendering more service and better service that you are now being paid for. – Napoleon Hill
In his book, Waking the American Dream, Don McCullough relates a story about Winston Churchill during World War II. England decided 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 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.'"
Needed within the ranks of your organization are team members playing to their strengths to make your business thrive. These positions cover the spectrum from high visibility to those with their "faces to the coal", but nonetheless extremely valuable in their service and responsibilities.
Service-based leadership is the life-blood of your organization. In his best-selling book, The Fred Factor, Mark Sanborn writes, "The best Freds are true artists at taking ordinary products or job responsibilities and services and making them extraordinary. They are real-world alchemists who practice the art and science of 'value creation.'" He is right. Do you have a culture of service within your organization? Here are three tips to help you turn that picture of service-based leadership into a practice.
Re-create your culture. In a recent survey by Consumer Reports, consumers revealed their most irritating customer service gripes. Topping the list? Not being able to get a human on the phone, rude salespeople, many phone steps needed, long waits on hold, unhelpful solutions, and no apology for unsolved problems, just to name a few.
If you are going to re-create your current culture and transform it into a service-based leadership culture, you must change your point of view. This is done when you quit your navel-gazing ways and look at your operation through the eyes of your customers. Solicit their feedback and audit their responses and see how you measure up. Re-creating the culture within your organization begins when you shift the focus off yourself and onto those you serve.
Refocus your priorities. Service-driven leadership begins with fundamental shifts in attitudes and actions. This is characterized by making sure that your core values are clear to everyone within your organization and practiced with everyone outside of it. If your values are not clear internally do not expect any help from those you serve because they will not know either.
The responsibility for service-based leadership rests with the leader at the top of the organization. Ken Blanchard said, "True success in servant leadership depends on how clearly the values are defined, ordered, and lived by the leader." How clear are your organizational values?
Re-claim your purpose. What is the true meaning or purpose behind what you do? Billy Sunday said, "More men fail through lack of purpose than lack of talent." He's right. The secret of service-driven leadership is found in your purpose. When your purpose and passions are clear so is your mission.
Without purpose you may find yourself like Alice in the fairy tale Alice in Wonderland. In a conversation between her and the Cheshire Cat, Alice asked, "Would you tell me please, which way I ought to go from here?" "That depends a good deal on where you want to get to," said the cat. "I don't much care where," said Alice. "Then it doesn't matter which way you go,"
said the cat.
Which way you go matters. Service-based leadership is deliberate, focused, and is crucial to your success. Service-based leadership is simply servant leadership principles lived out in the marketplace. In order for it to work, you must, like Churchill, paint the picture for others to see and put a plan into action. In order to get ahead you must be willing to serve.
A hero is an ordinary individual who finds the strength to persevere and endure in spite of overwhelming obstacles. – Christopher Reeve
Sports Illustrated columnist Kostya Kennedy wrote a moving tribute recently in honor of Rachael Robinson, the widow of the late baseball Hall of Famer Jackie Robinson. Now 93-years old, Rachael Robinson remains very active in the day-to-day operations of the Jackie Robinson Foundation which provides scholarships to minority students from around the country. Her work in preserving Jackie Robinson's legacy is testament to her great generosity and authentic leadership.
The Sports Illustrated feature coincides with the 65th anniversary when Jackie Robinson broke the color barrier when he played his first game in Major League Baseball and the 50th anniversary since he was inducted in the Baseball Hall of Fame. And thanks to Rachael Robinson, the legacy of Jackie Robinson lives on.
Jackie Robinson's rise to stardom as an authentic major league player was met with much resistance and racial barriers that had to be overcome. And one event that helped turn the tide of public perception occurred in his home stadium in Brooklyn when during a game Robinson committed an error.
The fans began to ridicule him. He stood at second base, humiliated, while the fans jeered. Shortstop Pee Wee Reese came over and stood next to him. He put his arm around Robinson and faced the crowd. The fans grew quiet. Robinson later said that arm around his shoulder saved his career.
Thomas Edison once said, "Many of life's failures are people who did not realize how close they were to success before they gave up." And this is the challenge for leaders who break barriers. Success comes to those who will stick to it longer than others, who will not give up, and press through their personal barriers. What will be your response to the barriers in leadership that you face? From the amazing career of Jackie Robinson to the remarkable work of his beloved widow, Rachael, we learn three important leadership lessons about facing our barriers.
Barriers build character. Down through the ages traditional wisdom has taught us to pick our battles wisely. But if given the choice, how many of us would choose to face a battle? The point being, we do not always choose the battles or barriers that we face, but we do choose how we address them. Robinson's battle, by default, was in breaking the barriers of racism and proving he had the skills worthy of the Major Leagues. And Robinson did this with his character in-tact and with the talents that placed him in the Hall of Fame.
The next time you are tempted to grumble or complain about the barriers that you face try a little perspective on for size. It's been said that obstacles are those frightening things you see when you take your eyes off the goal. Barriers can build your character if you will learn not to let them be your road block.
Barriers build bridges. And this is the mark of what happens when leaders step up to the plate. As barriers are overcome and new doors are opened, it paves the way for others to step up and achieve their dreams. As a leader, when you face and overcome your barriers you are creating opportunities and possibilities not just for yourself, but for others.
The emergence of Jackie Robinson onto the grand stage of Major League Baseball opened the door for other minorities who have followed. But what is notable is the way in which Robinson viewed his hurdle. He did not see his barrier as a stop sign. He saw it as a pause on his pathway to his dream. How do you see your barriers?
Barriers build possibilities. Robinson's post-baseball career was marked by his service to the cause of Civil Rights. Now through the mission of the Jackie Robinson Foundation, his memory is being honored and his legacy is being passed down to future generations. The barriers he faced were merely stepping stones to great causes that live on 40 years after his death.
What will be the mark of your leadership? It will, in part, be determined by the choices you make in the face of adversity. Your barriers are not detours; they are signposts that you are tempted to ignore. But it's when you travel with courage the road marked out for you that you can rise above them, and pave the road of your destiny.
The deepest principle in human nature is the craving to be appreciated. – William James
A story is told that Napoleon's genius had been attributed to many things, but above all, he was a superb natural leader of men. Like any wise leader he was aware that his own success would have been nothing had his men not been willing to follow him.
Obviously he could not know and personally inspire every man under his vast army; therefore he devised a simple technique for circumventing this difficulty. Before visiting a regiment he would call the colonel aside and ask for the name of a soldier who had served well in previous campaigns, but who had not been given the credit he deserved. The colonel would indicate such a man. Napoleon would learn everything about him, where he was born, the names of his family, his exploits in battle, etc.
Later upon passing this man while reviewing the troops, and at a signal from the colonel, Napoleon would stop, single out the man, greet him warmly, ask about his family, compliment him on his bravery and loyalty, reminisce about old campaigns, then pin a medal on the grateful soldier. The gesture worked. After the review, the other soldiers would remark, "You see, he knows us-he remembers. He knows our families. He knows we have served."
The story serves to remind us of the importance of expressing appreciation and why it matters. Liz Jazwiec, author of the book, Eat That Cookie: Make Workplace Positively Pay Off…For Individuals, writes, "Too many people leave work every day thinking, 'My boss doesn't appreciate me.' When you feel that your boss doesn't fully value your work, you start to care a little less. You don't provide the kind of service you would if you felt appreciated. You don't make an effort to help your co-workers. And when the majority of people in a workplace feel this way, the overall environment is hugely impacted. Productivity decreases, turnover increases, and it can become very difficult to stay afloat, especially in a tough economy."
In a recent Gallup Poll, 65 percent of people say they don't feel appreciated at work. And, according to the Small Business Digest, "These feelings quickly lead to pensive negativity, low morale and decreased productivity". What about your place of work? Is there an atmosphere of appreciation that is known and expressed? Here are three things you need to understand about appreciation and why it matters.
Appreciation signals engagement. Even though it was impossible for Napoleon to personally know every member of his army, he understood the importance of knowing as much as possible about those he could. A smart leader will be no less committed to knowing the value that each person brings to the organization and the difference that he or she makes. When you take the time to know, recognize, and appreciate the contributions your team members make, it indicates that you are engaged. Are you?
The recognition that you give can be in specific tangle ways such as cash, gift cards, or some other form of bonus. It can be something as meaningful as a hand-written note of appreciation for a job well done. It's not so much the gift that matters as it is the fact you are demonstrating to your team that you are engaged.
Appreciation builds morale. The acts of appreciation on whatever scale you choose to demonstrate it are morale boosters. What better way to build morale than to huddle your team and publically praise the efforts of those who have worked hard for the advancement of the organization?
When 65 percent of employees indicate that they do not feel appreciated at work, chances are, you have some at your office not feeling the love. Showing appreciation will build much needed morale, boost performance, and will go a long way in demonstrating that you get this very important leadership principle: you would not be where you are without them.
Appreciation gives purpose. When your organization builds a culture of appreciation it goes a long way towards building organizational excellence, strong relationships, outstanding customer service, and a foundation for a bright future. Never underestimate the power of appreciation and what it means to the success of your organization.
What about your organization? Does a culture of appreciation exist? Do you feel appreciated? When was the last time you expressed it? John F. Kennedy said, "As we express our gratitude, we must never forget that the highest appreciation is not to utter words, but to live by them." That's great advice. Appreciation: show it, express it, live it.
I have been up against tough competition all my life. I wouldn't know how to get along without it. – Walt Disney
Back when the telegraph was the fastest means of long-distance communication, there was a story about a young man who applied for a job as a Morse code operator. Answering an ad in the newspaper, he went to the address that was listed. When he arrived, he entered a large, noisy office. In the background a telegraph clacked away.
A sign on the receptionist's counter instructed job applicants to fill out a form and wait until they were summoned to enter the inner office. The young man completed his form and sat down with seven other waiting applicants. After a few minutes, the young man stood up, crossed the room to the door of the inner office, and walked right in.
Naturally the other applicants perked up, wondering what was going on. Why had this man been so bold? They muttered among themselves that they hadn't heard any summons yet. They took more than a little satisfaction in assuming the young man who went into the office would be reprimanded for his presumption and summarily disqualified for the job.
Within a few minutes the young man emerged from the inner office escorted by the interviewer, who announced to the other applicants, "Gentlemen, thank you very much for coming, but the job has been filled by this young man."
The other applicants began grumbling to each other, and then one spoke up, "Wait a minute! I don't understand. He was the last one to come in, and we never even got a chance to be interviewed. Yet he got the job. That's not fair."
The employer responded, "All the time you've been sitting here, the telegraph has been ticking out the following message in Morse code: 'If you understand this message, then come right in. The job is yours.' None of you heard it or understood it. This young man did. So the job is his."
If you are like me, you are a competitive person, especially in sports. I do not like to lose and will play my heart out to win. But in our story we see what can happen when you don't have a competitive edge and what happens when you do. Do you understand the purpose of competition? When you understand the purpose of competition then you will understand why it is good. Here are three observations to help you understand.
Competition brings focus. When the young man entered the office his focus was not on the seven other job applicants. In fact, it's reasonable to conclude that he paid them little attention. And in spite of the clatter of the noisy office he got the Morse code message loud and clear.
The lesson here is simple. Don't lose focus of what's really important. Rather than worry about who your competition is and what you can't control, focus on your priorities and you can control. Tune out your distractions so that you can concentrate on your objectives and achieve your goals.
Competition is a neutralizer. Because the young man was focused, he was able to hear what the others could not. This gave him the advantage he needed and the job he wanted. His competitors were rendered ineffective because his ear was trained on the code.
The lesson here is simple. Smart leaders will neutralize their competition not by obsessing over them, but by training their own teams to outsmart them. How? Through strategic planning, focused leadership, and a superior understanding of their product and service.
Competition is a motivator. It would be naïve to think the young man did not expect competition for the job. And as it turns out, he was one of eight who sought the position. Healthy competition is a good motivator.
The lesson here is simple. Whether the forum is in sports, business, or academics, etc., competition will motivate you to be your best. The secret is not to be distracted by the competition so as to lose your focus, but to allow it to bring out your best qualities that will give you a competitive advantage.
Competition is good and competitors make great teachers. Key for you is to learn from them, respect them, but never be intimidated by them. Let them bring you focus, neutralize them, and let them motivate you to be your best.
The most pathetic person in the world is someone with sight, but has no vision. – Helen Keller
Do you know and understand the vision of your organization? Better yet, do you understand the role you play in fulfilling that vision? If your answer was no, you are not alone. In fact, sad to say, you are in the majority.
Recent research by European Leaders found that sixty eight percent of employees questioned did not understand their company's vision. Which raises the question of why not? The report also revealed that only eighteen percent of respondents from the same survey viewed the company they worked for as a good organization.
John Maxwell said, "People who understand how important their part is are motivated to persevere and work with excellence, even in the face of obstacles and problems." He's right. Yet the glaring mistake made by many in management is an expectation to "fall in line" without their employees knowing where the line is going much less understanding it. This is not a management problem; it is a leadership problem.
Maxwell shares the example of what can happen when people understand their role and how they can make a difference. During World War II in a parachute factory, workers made the parachutes by the thousands. But it was a painfully tedious job. They spent long hours at a sewing machine stitching miles of plain white fabric.
Every morning workers were reminded that every stitch was a part of a lifesaving operation. Their husbands, brothers, or sons might wear the parachute they sewed that day. Those lives could not be saved without their efforts. The fact that the vision was continually before them and they knew it would not be completed without them kept them going.
In their international bestseller, Full Steam Ahead, Ken Blanchard and Jesse Lyn Stoner define vision as "knowing who you are, where you are going, and what will guide your journey." And this is the heartbeat of your organization and without it you are drifting. Here are three guiding thoughts to help you understand vision and why you can't lead without it.
Vision defines your values. Values are the guiding principles that your organization lives by. These are the bedrock principles that keep you grounded during times of prosperity, and stable in times of adversity. They do not change with your circumstances but give you clarity when they do.
Brian Tracy said, "Just as your car runs more smoothly and requires less energy to go faster and farther when the wheels are in perfect alignment, you perform better when your thoughts, feelings, emotions, goals, and values are in balance." When the vision of your organization is built around shared values it makes going forward with clarity possible.
Vision clarifies your mission. Your mission helps you understand what business you are really in. When 68 percent have no idea what their company's vision is, then it is only logical to conclude that they do not have a grasp of their mission either. How effective do you think employees will be without this understanding? Consequently, how productive or profitable do you think that company will be?
Jack Welch said, "It goes without saying that no company, small or large, can win over time without energized employees who believe in the mission and understand how to achieve it." When the mission of your organization flows out of shared values then you are on the fast track to fulfilling your purpose.
Vision directs your priorities. The sign of a clear vision is that you are governed by a shared set of values. When each person knows the mission and their role it builds a strong sense of purpose and destiny. The establishment of these priorities does not make you immune from problems or guarantee ideal opportunities; it simply helps you to look at them through the prism of your values.
The 68 percent matter not because they exist. They matter because you now know it and inaction about vision is no longer an option. Creating a shared vision empowers you to dream together, work together, and succeed together. Define your values, embrace your mission, and live out your priorities. Your vision is your blueprint to success.
If stupidity got us into this mess, then why can't it get us out? – Will Rogers
The story is told that when St. Petersburg, one of the most splendid cities in Europe was being laid out early in the eighteenth century, boulders brought by a glacier had to be removed. One in particular had to be removed since it was on the path of one of the principal avenues that had been planned.
Bids were solicited for its removal and as you might expect they were high. This was understandable, because at the time modern equipment did not exist and there were no high-powered explosives. As officials pondered what to do, a peasant presented himself and offered to get rid of the boulder for a much lower price than those submitted by other bidders. Since they had nothing to lose, officials gave the job to the peasant.
The next morning he showed up with a crowd of other peasants carrying shovels. They began digging a huge hole next to the rock. The rock was propped up with timbers to prevent it from rolling into the hole. When the hole was deep enough, the timber props were removed and the rock dropped into the hole below the street level. It was then covered with dirt, and the excess dirt was carted away.
It's an early example of what creative thinking can do to solve a problem. The unsuccessful bidders only thought about moving the rock from one place to another on the city's surface. The peasant looked at the problem from another angle. He considered another dimension- up and down. He couldn't lift it up, so he put it underground.
Creative thinking is critical to your organization. What's needed is a blend of those who can think creatively and those who can implement. The two are quite different, but when they learn to work together, it can be a powerful force for good. Unfortunately, what we see from the story are the obstacles that poor leadership can generate. Here are three things we learn from the story and what the peasants can teach us.
Poor planning at the top creates more work at the bottom. The city planners in their infinite wisdom in laying out the roads created an avenue knowing full well that there was a very large boulder on the pathway. In addition, they also knew that the task of removing the boulder with limited tools would be a pain-staking task at best.
Why not design the road around or away from the large boulder? Insistence upon the planned route generated more work with additional costs that could have been avoided if they created a different route. One of the flaws of leadership at the highest levels is that there is disregard for the additional work and time it places upon everyone else in the organization. The key here is to plan smart, consider others, and be flexible.
Those who create the problems are not always good at solving the problems. Now that the city planners successfully created the problem, they were now looking to others to solve it. A huge boulder is now staring back at them because they were not creative enough to think about where and how to place a road. And this huge boulder speaks volumes about their leadership.
What boulders are you facing in your organization? What is the obstacle on your path that stands between you and the success you desire? Anyone can create a problem. But smart leaders are those who welcome creative thinking by those who think differently. Sometimes you have to be like the peasants and look beneath the surface in order to find the solution you need. The key here is to know your limitations, surround yourself with creative thinkers, and get out of their way.
The best ideas come from unlikely sources. The lowest bid came from a peasant. It's likely that the others who placed their bids scoffed at the news. The town leaders believing that they had nothing to lose accepted the offer, and to their great surprise the job was completed the next day.
What preconceived notions about team members in your organization are getting in the way of creative thinking? What about the boulder that is blocking your path and holding up progress? While the peasant may appear to be an unlikely ally, he can help you succeed if given the chance. The key here is to welcome everyone into the conversation, swallow your pride, and learn from a peasant.
Doug Dickerson is an award winning columnist and leadership speaker. He is the author of the book, Leaders Without Borders, 9 Essentials for Everyday Leaders and the soon-to-be released book, Great Leaders Wanted! A Lowcountry resident, Doug is available to speak for your civic, business, or church group. Visit www.dougsmanagementmoment.blogspot.com to learn more
Vision is the world's most desperate need. There are no hopeless situations, only people who think hopelessly. – Winfred Newman
As the story is told, about 350 years ago, 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 a road five miles westward into the wilderness. Here were people who had the vision to see three thousand miles across an ocean and overcome great hardships to get there. But in just a few years they were not able to see even five miles out of town. They had lost their pioneering vision.
As you observe your current work environment do you find yourself lacking that "pioneering" vision? Is creativity stifled? Is there a clear path forward or are you drifting without a purpose? According to a Monster.ca poll among workers approaching retirement and new hires, they share a similar complaint. What was the conclusion? They need to work harder at keeping both groups happy. A third in both generations feel companies lack vision and fall short in productivity.
Here is a litmus test for your organization: Is your present vision as it exists today sustainable? Is it being executed to your maximum benefit? Do your people up and down the ranks of your organization know and understand the vision of your company and how their role contributes to its fulfillment? Recognizing what is stifling your vision is important if you want to remain competitive. Here are three to start with. Take care of these and you will be on your way to removing barriers to your vision.
Discourse. Communication is the life blood of your organization. The vision of your organization is only valuable when your people know it and your customers experience it. If your vision is not known internally then it will be of no value to anyone externally. If your team is clueless then so are your customers.
So what is the answer? Discourse. Never pass up an opportunity to share your vision and why each team member is a key to its success. John Maxwell said, "Vision begins with one person, but it is only accomplished by many people." He is right. Communicate vision often.
Disbursement. Billy Hornsby said, "It's okay to let those you lead outshine you, for if they shine brightly enough, they reflect positively on you." What a powerful statement. When those in leadership learn to relinquish control, unleash the potential of their team members, and stop hoarding information, they can open up their organizations to a new level of success.
The danger for leaders today is the same one the early settlers experienced. Those leading the voyage across the ocean could convince others to join the cause, but they had a rebellion on their hands over a five mile trek across out of town. Why? Whether 3,000 miles or 5, the disbursement of your vision to your people will make you or break you. Before people buy-in to a vision they must first buy-in to the leader. It's a simple rule of leadership – loyalty to the leader always precedes loyalty to the vision.
Direction. Simply put; an organization without direction is an organization in search for its soul. Without direction and purpose you are lost. If your company is lost, your team members are adrift, and your survival is in question.
In Forbes.com, Glenn Llopis writes, "As leaders, we must recognize that we need strategies for change. Unfortunately, most leaders just don't trust themselves enough to define their strategy, since this makes them accountable for their own vision. I have noticed that most leaders want to be accountable more for what others want them to be than for what they seek to be themselves." What a sad commentary on leadership today.
In order to successfully execute a vision with purpose you need to identify and overcome the vision busters that would attempt to hold you back. It's not for the faint-of-heart but your success depends on it. It begins with discourse; it involves disbursement, and demands direction.
