One Dish or Two: The Power of Expectations

What a pleasure life would be to live if everybody would try to do only half of what he expects others to do.
- William J. H. Boetcker

A story is told of a young psychology student serving in the Army who decided to test a theory. Drawing kitchen duty, he was given the job of passing out apricots at the end of the chow line. He asked the first few soldiers that came by, “You don’t want any apricots, do you?” Ninety percent said “No.”

Then he tried the positive approach, “You do want apricots, don’t you?” About half answered, “Uh, yeah, I’ll take some.” Then he tried the third test, based on the fundamental either/or selling technique. This time he asked, “One dish of apricots or two?” And in spite of the fact that soldiers in the Army don’t like apricots, 40 percent took two dishes and 50 percent took one.

For any business or organization, having clear expectations is essential to success and longevity. Sam Walton said, “High expectations are the key to everything.” When was the last time your expectations were communicated or clarified? Here are three considerations as it relates to the communication of expectations and how they can benefit your organization.

Expectations reveal your values. If you were to approach any member of your team and ask them to define the values or mission of your organization, what do you think the answer would be? The character of your organization is a reflection of the expectations you have communicated. If your values are not clear to you, then you can be sure they are not known by your team.

Roy E. Disney said, “When your values are clear to you, making decisions becomes easier.” And this is the blueprint by which you chart your course. As you clarify and communicate your values you set in place the code by which all other standards are measured. High expectation creates an atmosphere of excellence. Set the bar high.

Expectations voice your dreams. Your dreams grow legs as your expectations are embraced. Those expectations may appear to be nothing more than wishful thinking by those observing at a distance, but do not let that distract you. A story is told of Gutzon Borglum who in 1924 exclaimed, “American history shall march along that skyline,” as he gazed at the Black Hills of South Dakota.

In 1927 he began sculpting the images of George Washington, Abraham Lincoln, Thomas Jefferson, and Theodore Roosevelt. Most of the mining was done by experienced miners under Borglum’s direction. When Borglum died in March 1941, his dream of the world’s largest sculpture was near completion. His son Lincoln finished the work in October, some 14 years after it was begun.

The size of your dream is gauged by your expectations. As you dare to give voice to big dreams you set into motion an expectation that with hard work, determination, and skill you can chisel out big dreams. Speak loud. Dream big.

Expectations give hope for the future. In a time when many people are concerned about the economy, worried about the recovery, and pessimistic and about the future; your expectations can set the tone moving forward.

I am reminded of the story about the man who approached a little league baseball game one afternoon. He asked a boy in the dugout what the score was. The boy responded, “Eighteen to nothing—we’re behind.” “Boy,” said the spectator, “I’ll bet you’re discouraged.” “Why should I be discouraged?” replied the little boy. “We haven’t come up to bat yet!”

What do your expectations say about you? Your expectations are a reflection of your attitude. You can choose the attitude of the spectator who looks at the score, or that of the little boy who can’t wait to get up to bat.

Expectations reveal values, gives voice to your dreams, and hope for the future. What are you expecting today?

© 2011 Doug Dickerson

The Maze of our Lives

An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success.
- Stephen Covey

In his book, Harvest of Humanity, John Seamands tells a story of a German soldier who was wounded and ordered to go to a military hospital for treatment. When he arrived at the large and imposing building, he saw two doors, one marked, ‘For the slightly wounded,’ and the other, ‘For the seriously wounded.’

He entered through the first door and found himself going down a long hall. At the end of it were two more doors, one marked, ‘For officers’, and the other, ‘For non-officers.’ He entered through the latter and found himself going down another long hall. At the end of it were two more doors, one marked, ‘For party members’ and the other, ‘For non-party members.’ He took the second door, and when he opened it he found himself out on the street.

When the officer returned home, his mother asked him, “How did you get along at the hospital?” “Well, Mother,” he replied, “to tell the truth, the people there didn’t do anything for me, but you ought to see the tremendous organization they have!”

For a leader, organizational structure is of no value to you unless it functions as it should. The soldier observed great organizational structure that did not meet his needs. He was no better off after exiting the doors of the hospital than he was when he walked through them.

Now, think about the functionality of your organizational structure. Does it improve and add value to the quality of work your team delivers? Does the structure create value for your clients? Here are three specific indicators to consider as you evaluate the functionality of your organizational structure.

Is your organizational structure efficient? Face it, fancy flow charts and diagrams may look impressive, but does it work? Peter Drucker said, “There is nothing so useless as doing efficiently that which should not be done at all.” How many useless hours are wasted in your organization simply because of an inefficient organizational structure?

The question is not whether organizational structure is necessary but how much. As a rule, clearly defined boundaries and structure must exist, but should do so in an environment where your people have room to breathe and get the job done. If your organizational structure does not serve the needs of your team you can be sure it is not serving the needs of your clients.

Does your organizational structure facilitate service? Here is the bottom line; organizational structure is a means-to-an-end. And unfortunately, your current structure may be the very thing preventing your organization from reaching its full potential. An honest appraisal of your team would go a long way in determining where you are and what works.

Regardless of the nature of your business or organization, the service that you render is tied directly to your ability to produce. How well are you serving the needs of your customers? What restrictions are holding you back? Remember, the service you deny your client is a service rendered to your competitor.

Does your organizational structure create opportunity? As you develop an organizational model that is efficient it will create opportunities for you that did not exist prior. When your organizational structure is worker-friendly and service-oriented, you will discover that it is also growth-oriented.

Thomas Edison said, “Opportunity is missed by most people because it is dressed in overalls and looks like work.” It takes courage to simplify your organizational structure so that work can take place. And the experience of your customers should not be a maze of unmet expectations that puts them back out on the street.

Your opportunity for tomorrow begins with the right organization today. Are you building a maze to nowhere or a pathway to potential?


© 2011 Doug Dickerson

Flat Lines and Filters

The most important thing in communication is hearing what isn’t said.
- Peter Drucker

In Reader’s Digest some years back a story is told of a federal worker cleaning out his office files. It was a Monday afternoon and faced with mountains of old documents and reports, he stacked them on top of his wastebasket with a sign reading: “Rubbish.”

The next day, the papers were still there, so he added the words, “Please remove.” On Wednesday, nothing had changed, and therefore a more explicit notice was used. “This is rubbish,” it said, “I do not want it. Please remove.” Thursday revealed the need for still stronger words: “This is rubbish, refuse, garbage, get it out of here!” This sign had been heatedly scrawled with a red felt-tipped marker. On Friday, the papers were still not removed. However, a small note in pencil had been written beneath Thursday’s sign. It read: “Cannot remove unless marked ‘trash’.

Let’s face it, communication styles are as varied as leadership styles and striking the right balance can be a challenge. Frustrations can mount like that of the worker who could not get rid of the trash in his office simply because of a communication barrier.

In his book, Creating Magic: 10 Common Sense Leadership Strategies from a Life at Disney, Lee Cockerell shares an insightful perspective about lines of communication. He writes, “It’s almost always a good idea to minimize the number of layers in your organization, so you can deal directly with as many people as possible. Each layer through which information is filtered multiplies the inaccuracies and distortions, making it much more likely that something minor will snowball into a serious problem.”

A leader who desires to be an effective communicator is dependant upon many factors not least of which are flat lines that extend to and from as many people as possible. Organizational layers need to be few in order for the delivery of transparent and reciprocal information. Consider these three observations about flat line communication.

Flat line communication connects people. In his book, Everyone Communicates, Few Connect, John Maxwell states, “I believe that almost everything we become and all that we accomplish in life are the result of our interactions with others. If you also believe that to be true, then you know that the ability to connect with others is one of the most important skills a person can learn.”

A challenge within many organizations is too few channels in which information can flow. Filtered information is information denied. And this can potentially have dire consequences for your organization. As you learn to flat line communication channels you will have a connection with your people that will broaden your perspective and one your team will appreciate.

Flat line communication builds community. When your team comes together on flat lines the ground is level. Community is built when communication sources up and down the line are valued. When value is given; value will be received.

When was the last time you heard directly from the workers in the trenches within your company? Do you seek out advice as generously as you give it? Community is built through communication. Community in your organization is the result of connected people.

Flat line communication breaks barriers. In his book, Rules of Thumb, Alan M. Webber writes about the effects of border guards within your corporate structure. His thesis is that you need to keep people around you that aren’t afraid to speak the truth to power.

He states, “Border guards in the form of administrative assistants or executive vice presidents keep these disagreeable people away from the boss. If you’re the leader, whether you let them into your life-at home and at work- is a choice only you can make.” The best job for border guards is to open the doors of communication not close them. Flat lines built on trust and respect will do you more good than any fear you had otherwise.

Flat lines are your pathway to connecting with your people, building community, and breaking barriers. How flat are you?


© 2011 Doug Dickerson

The Power of the Bullpen

The team with the best players wins.
- Jack Welch

In his book, When You Come To A Fork In The Road, Take It!, Yogi Berra relates a story about the importance of the bullpen. He writes, “When I later managed the Yankees, I surprised a lot of people by switching Dave Righetti-a starter who pitched a no-hitter in 1983-to the bullpen the next year because we didn’t have a bullpen. But we had to really sell it to Rags, because he had doubts. We told him it would be good for him and the team. To me, Rags is one of the truest team players.

Every organization needs team players. People can always depend on you. Like I say, you always have to make them feel good about themselves-even if it’s the bullpen mop-up guy-because they’re part of the backbone of your team. Bullpens are lifesavers. Without the bullpen, you’re sunk.” Yogi is right, your business or organization is dependant upon your bullpen and is sunk without it.

Every organization is dependant upon a strong bullpen to make its day-to-day operation a success. Strong leadership up and down the organizational structure that is filled with reliable, go-to players will set it apart with a competitive edge. The bullpen players share common characteristics and as Berra said, are the backbone of your team. Consider these three shared traits of the bullpen and the value they bring to your team.

In the bullpen are the starters. A starter in a baseball game is one of several select pitchers in the rotation assigned to begin the game. These talented players are an elite group who begin each game with the hopes of leading the team to victory.

As on the ball field, the pitcher has a supporting cast of players who work together to win the game. In your business those in the bullpen or trenches are your customer support staff, your sales team, and the administrative professionals who not only get things started but keep it running. This dedicated group of men and women are the starters who show up early and stay late. They are the starters each day who dedicate themselves to the success of your business and you would be sunk without them.

In the bullpen are the relievers. Inevitably in a baseball game the pitcher will get tired, or from a strategic standpoint the coach will call up a reliever from the bullpen. This is done to place the team in the best possible position to win the game. The reliever is the one with the fresh arm to reinforce what the starter has done.

How do you recognize the relievers in your company? Relievers are reinforcements who rally around the leadership and deliver in the good times and bad that which is needed to win. Who are the relievers? They are the encouragers, those who not only in words but in actions have bought into the vision and mission of the organization. Relievers are cool under pressure and bring focus to the team. With confidence they deliver the message that victory is within reach if you don’t give up. Relievers are the backbone of your organization and you would be sunk without them.

In the bullpen are closers. The job of the closer is to finish what the starter and reliever have done. He is the one that closes the deal by getting the final outs and protecting the lead. The closer allows you to finish strong.

Each member of your team has a role to play and contributions to make that only he or she can give. Closers in your organization know that it was by a team effort you arrived at this point and help put you over the top. They can be counted on when called upon and have only one goal in mind – to win.

Whether you are a starter, a reliever, or a closer- understand this; your team would be sunk with you. Are you ready to deliver?


© 2011 Doug Dickerson