Green with Envy: When Leaders Lose Their Sight

O, beware my lord, of jealousy!
It is the green-eyed monster which doth mock
The meat it feeds on.

- Shakespeare

A story is told of two shopkeepers who were bitter rivals. Their stores were directly across the street from each other, and they would spend each day keeping track of each other’s business. If one got a customer, he would smile in triumph at his rival.

One night an angel appeared to one of the shopkeepers in a dream and said, “I will give you anything you ask, but whatever you receive, your competitor will receive twice as much. Would you be rich? You can be very rich, but he will be twice as wealthy. Do you wish to live a long life? You can, but his life will be longer and healthier. What is your desire?” The man frowned, and thought for a moment, then said, “Here is my request: Strike me blind in one eye!”

By contrast, consider the following story of Sir Walter Scott. For years, Scott was the leading literary figure in the British Empire. No one could write as well as he. Then the works of Lord Byron began to appear, their greatness was immediately evident. Soon an anonymous critic praised his poems in a London paper. He declared that in the presence of these brilliant works of poetic genius, Scott could no longer be considered the leading poet of England. It was later discovered that the unnamed reviewer had been none other than Sir Walter Scott himself.

These two stories typify the choices you have when it comes to leadership and your attitude toward others. Jealousy is the one fly in the ointment that will blind you to the talents of others and your rightful ability to appreciate the gifts within your organization. The success of your competitors can stress you or strengthen you; the choice is yours.

John Maxwell said, “There is nothing wrong with competition. The problem for many leaders is that they end up competing against their peers in their own organization in a way that hurts the team and them.” And this is your challenge as a leader; not to allow your ambition to turn to jealousy. Consider these three questions as you evaluate your jealousy quotient.

What do I celebrate? Tom Peters said, “Celebrate what you want to see more of.” What a great observation. A jealous person will find it difficult to celebrate the success of his competitors much less that which comes from within his own organization. Resentment and a poor attitude are self-inflicted barriers that will always hold you back.

But with a sincere affirmation for the success of others, you will begin to feel the reciprocal winds of good favor move in your direction. When you celebrate the achievements of others you will more clearly understand your purpose as a leader.

What do I value? The measure or lasting implication of the success of others can be subjective. If that success was attained by shady or unethical means the reason to celebrate can be nullified. But how do you respond when the process was fair and honest? At the end of the day it is not about becoming like the merchants keeping score, but in respecting the integrity of the system.

Albert Einstein said, “Try not to become a man of success, but rather try to become a man of value.” It is because you are a leader with values you will applaud and appreciate the gifts of others. And what you value you will promote. There is no room for jealousy in the heart of a leader with clear values.

What do I see? Is the prism by which you look at the success and accomplishments of others tinted green? Do you put on a good face in public but privately hold resentments? While competition can be healthy it can be your ruin if you are consumed with jealousy.

Nelson Mandela said, “It is better to lead from behind and put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then the people will appreciate your leadership.” His words reflect a leader with strong values and a clear moral viewpoint.

It’s when you can celebrate with others, and add value by example that you will have the vision to lead with clarity. How is your sight today?

© 2011 Doug Dickerson

For Big Results – Have a Small Target

The smaller the target, the sharper the athlete’s focus, the better his concentration, and the better the results.
- Dr. Bob Rotella

In his book, Golf is Not a Game of Perfect; Dr. Bob Rotella relates a story about Ben Hogan as told by members of the Los Angeles Country Club. It concerns an exhibition round Hogan once played on the North course.

Hogan came to the 5th hole, a 476-yard par five on which the green, because of a slope on the land, is not visible from the tee. A cluster of four tall palm trees, planted only a few feet apart, stands immediately behind the green and towers above the horizon.

When Hogan arrived at the tee, he asked his caddie for a target. “Aim for the palm trees, Mr. Hogan,” the caddie replied. To which Hogan answered, “Which palm tree?” The story is cited sometimes as an example of Hogan’s perfectionism. But what it really suggests is Hogan’s knowledge of one of the fundamental psychological principles in golf: Before taking any shot, a golfer must pick out the smallest possible target.

This illustration from golf serves as a timely reminder about keeping our eyes on the prize and dealing with distractions. It also delivers an even more valuable lesson that tends to run contrary to conventional thinking –keeping things small and in perspective. Lofty goals and high ambitions are necessary; but they are achieved in small incremental steps that require a small target. Small targets can lead to big success. Consider these three observations as you aim for success.

Small targets sharpen focus. Ben Hogan knew the green was 476 yards out. But it was not his intent to get there off one shot. So the next best thing was to chart the course. Find a target and reach it. And this is the strategy within your organization. While it is important to know the vision and goals of your company, you can free yourself from a lot of stress when you have small targets to guide you.

Tony Robbins said, “One reason so few of us achieve what we truly want is that we never direct our focus; we never concentrate our power.” And this is what Hogan was doing. He first chose a small target knowing it would give him the best possible chance at the green later. And this is what good leader’s do- crowd out the clutter and maintains focus. Your big goals and dreams will become a reality when you first master the art of the small targets.

Small targets give direction. Upon the advice of the caddy, Hogan was positioning himself for the best possible chance of a good score when he would later reach the green. But before he could reach that goal he had to aim for the trees.

Smart leaders choose small targets with care and thoughtful deliberation. What small targets have you selected for your success journey? Jim Rohn said, “You cannot change your destination overnight, but you can change your direction overnight.” You will reach your goals one small target at a time.

Small targets yield great results. The benefits of small targets are obvious. Small targets keep you focused, reduces stress, are more readily achievable, and builds confidence. It is through the discipline of acquiring small targets that large ones are conquered.

Henry David Thoreau said, “I have learned, that if one advances confidently in the direction of his dreams, and endeavors to live the life which he has imagined, he will meet with success unexpected in common hours.” And this is the reward of pursuing your big dreams one small target at a time.

It might be unconventional, but as you dream big dreams and aim for the stars, dare to measure your steps and select small targets. On this path and at each target along the way, your goals will be within reach.

What small target are you aiming for?

© 2011 Doug Dickerson

Help from the Trenches: Where Great Ideas are Born

Getting an idea should be like sitting down on a pin; it should make you jump up and do something.
- E. L. Simpson

In his book, Rules of Thumb, Alan M. Webber shares a story about the most unlikely place for where your best ideas come. In an illustration he references what took place at Xerox when faced with an economic downturn and were ready to lay off a bunch of tech reps.

The company knew it had too many of them because they always seemed to have time to stop and have coffee between service calls. But before the company pulled the trigger on the reps, it got in touch with JSB and asked his advice: did it make sense to lay these guys off?

JSB came back with his answer: “First, let’s hire some anthropologists.” That’s right, anthropologists, who would ride around with the reps and see what they actually do.

What did they find out? That the reps were bona fide knowledge workers. They didn’t follow the company repair manuals-they used them to prop open the doors of the trucks. Instead they invented work-arounds to the problems they found in the field, then, over coffee, they shared their best practices. They were technical innovators.

Instead of laying off the tech reps Xerox invested in communications technology so they could more easily talk to each other-and the company could capture what it heard. The result: design solutions to problems that had plagued the machines for years.

And where did the great ideas come from? They came from the guys with the dirty fingernails, working in the trenches. It is important to place value in your trench workers and what they contribute to your organization. It is from them that some of your best ideas will come. Here are three observations from the story above that will help you place proper value.

People in the trenches are knowledgeable. The tech reps used company repair manuals for door stops. They found more practical ways to solve problems. And this is the value of trench workers. Conceptual ideas born in your board room are only as good as the ability of your team in the trenches to perform them.

Hortense Canady said, “If you don’t realize there is always somebody who knows how to do something better than you, then you don’t give proper respect for others’ talents.” As you respect the talent of the people in the trenches who make you shine, you will increase your level of performance in more tangible ways. Are you asking for ideas from your people in the trenches? Some of the best ideas your company has will come from them.

People in the trenches are communicators. The stops at the coffee shops were not spent in idle conversation. The tech reps were exchanging best practice ideas that would improve the quality of their work. What a novel idea. Here is the painful truth – those closest to the front lines often know more than you do. It is when you embrace this fact and listen to them that you can become a better leader.

William Butler Yates said, “Think like wise men but communicate in the language of the people.” And this is the challenge for leaders- to listen to your people –in their language. It’s not the burden of your people to know the language and every managerial issue that is yours, but if you want to grow your company you will make it a priority to understand theirs. Are you listening to them?

People in the trenches are innovators. It was when the leaders at Xerox discovered the ideas from the techs that they solved design problems that had plagued them for years. The frustrations at Xerox were erased when the right innovators in the trenches connected with the right leadership at the top.

Innovators in any organization are invaluable. It is when you discover them among your own ranks that it can make a significant difference. Helpful ideas are within your reach when you appreciate that they can come to you from places and people you might have overlooked; people in the trenches. Meet them at Starbucks; it could be the most profitable cup of coffee you buy.

© 2011 Doug Dickerson

Are You Solving the Wrong Problem?

No one is more definite about the solution than the one who doesn’t understand the problem.

- Robert Half

A story is told about a professor at the University of Pennsylvania Law School who used to start his first day of class by putting two figures on the blackboard: 4 2. Then he would ask, “What’s the solution?”

One student would call out, “Six.” Another would say, “Two,” and yet another would say, “Eight.” But the teacher would shake his head in the negative. Then he would point out their collective error. “All of you failed to ask the key question: What is the problem? Gentlemen, unless you know what the problem is, you cannot possibly find the answer.”

As a leader many of the problems your organization faces will come across your desk. While this is not uncommon, especially for a small business, what should not be common is the way you address them. But unless you are tuned in to your people and their needs then what you perceive to be a problem may not be one at all.

Malcolm Forbes said, “When things are bad we take a bit of comfort in the thought that they could always be worse. And when they are, we find hope in the thought that things are so bad they have to get better.” What hope can be found in knowing that things could be worse? Here are three observations to help you understand problems and make the most of them.

Problems are symptoms. In order to correct a problem you must know what it is. When you are sick you go to the doctor because your body is telling you something is wrong. It’s after you tell the doctor your symptoms that he can make a diagnosis and give you the right medicine to make you well.

Too often in organizations there seems to be an abundance of “physicians” who think they have the cure for what’s wrong but are more like the students in the story who do not understand the problem.

The symptoms may be sluggish sales figures, missed deadlines, loss of productivity, or low morale to name a few. Your job is to get to the root of the problem and make corrections; it’s what sets you apart as a leader. But first, you have to make sure you solving the right problem.

Problems are opportunities. The real test of your leadership comes after identifying the problem. You are not in a position of leadership merely to put out fires. Problems can be blessings in disguise when you tap into the unexpected opportunities they present.

Liu Chi Kung, who placed second to Van Cliburn in the 1948 Tchaikovsky competition, was imprisoned a year later during the Cultural Revolution in China. During the entire seven years he was held, he was denied the use of a piano. Soon after his release, however, he was back on tour.

Critics wrote in astonishment that his musicianship was better than ever. “How did you do this?” a critic asked. “You had no chance to practice for seven years.” “I did practice,” Liu replied, “Every day I rehearsed every piece I have ever played, note by note, in my mind.”

Liu trained himself daily to play his music in spite of his circumstances. As a leader, you have to train yourself to not always see problems, but to see opportunities that can come from them. What opportunities do you see?

Problems are benchmarks. Charles F. Kettering said, “Problems are the price of progress. Don’t bring me anything but trouble—good news weakens me.” Progress seldom comes easy and the problems you face are the signposts on your road of achievement.

Each new challenge you overcome is a testament to your leadership and an example to the rest of your team. After all, the ultimate measure of your leadership is in how you equip your team with this same skill set.

When problems come be sure to identify them correctly, look for the opportunity you now have, and grow from the experience. What problems will you overcome today?

© 2011 Doug Dickerson

The High Calling of Servant Leadership

Only a life lived for others is a life worthwhile.
- Albert Einstein

A story is told that during the American Revolution a man in civilian clothes rode past a group of soldiers repairing a small defensive barrier. Their leader was shouting instructions, but making no attempt to help them.

Asked by the rider, he responded with great dignity, “Sir, I am a corporal!” The stranger apologized, dismounted, and proceeded to help the exhausted soldiers. The job done, he turned to the corporal and said, “Mr. Corporal, next time you have a job like this and not enough men to do it, go to your commander-in-chief and I will come and help you again.” The man was none other than George Washington.

Harold S. Geneen said, “Leadership is practiced not so much in words as in attitudes and actions.” And this is the essence of servant leadership. When talk becomes action; when ones purpose as a leader transcends position, and serving others is the norm rather than the exception, that is when leadership is truly understood.

Former President George H. W. Bush was recently asked in a Time magazine interview as to whether he has seen a shift in the past twenty years in the public’s attitude toward service. He replied, “I think so. I hope so. Many schools include a service project as part of their curriculum, and many corporations have in-house projects for their employees or give them time off to do volunteer work. There’s a greater understanding about the importance of giving back.” This is encouraging when you consider how great the need is for servant leaders today.

Creating a culture of servant leadership in business is needed today. Here I offer three simple concepts towards that end and how service can elevate your organization to a higher level.

Service is a model of leadership. The simplest definition of leadership comes from John Maxwell who defines it in one word– influence. A servant leader is one understands that his influence individually can make a difference, but collectively can make a huge impact.

As a leader, when you rally your people, time, and resources around causes greater than yourself, you are modeling the greatest use of leadership. James Freeman Clarke said, “Strong convictions precede great actions.” What great causes are you and your organization rallying around?

Service is the blessing of leadership. Gandhi said, “The best way to find yourself is to lose yourself in the service of others.” The blessing of leadership is found in the meaningful ways you find to enrich the lives of others. It is not always about finding ways to help others who can’t help themselves, although you should. It is also about connecting with those around you to add value in tangible ways.

When was the last time you praised a co-worker for a job well done? How about sending a personal note of encouragement to a colleague going through a slump? When the idea of being a blessing becomes your corporate culture you will move your business into a whole new realm of purpose.

Service is the reward of leadership. Do you want to position your team for greatness? As you set the example of servant leadership within your organization, there will be a buy-in among your team that will have significant meaning.

Jim Rohn said, “Whoever renders service to many puts himself in line for greatness – great wealth, great return, great satisfaction, great reputation, and great joy.” When you become a catalyst for servant leadership it will open doors you never imagined.

Where will you serve today?


© 2011 Doug Dickerson