Leadership Wisdom from Kermit the Frog

It’s not easy being green. – Kermit the Frog

In the book, The 101 Most Influential People who Never Lived, authors Allan Lazar, Dan Karlan, and Jeremy Salter expose readers to a litany of fascinating characters who never existed. From fiction, myth, television, and movies, they reveal how these characters shaped our society, changed our behavior, and set the course of history.

Among the various characters chosen in the television section were J. R. Ewing and Kermit the Frog.  J.R. Ewing, the star figure from the hit series Dallas, was a ruthless, unfaithful, backstabbing businessman. Why is he an important character? Because his exploits and misdeeds were fascinating not only to American’s, but to viewers worldwide. The “Who Shot J.R.?” episode had a global audience of 300 million. He’s the arch-type of the crooked powerful businessman and his character was seductive.

Then there is Kermit the Frog. He captured the imagination of a worldwide audience because he is calm, loyal, responsible, amiable, and cheerful. He’s Bing Crosby, Mickey Rooney, and Fred Astaire rolled into one. Kermit is a frog in search of acceptance, and it is his perpetual journey that makes him special to all of us. He’s the sea of tranquility in a world of oddballs.

Just as Kermit is surrounded by an unusual cast of characters on Sesame Street, you too, may be surrounded by a cast of oddballs in your office. Like Kermit, you can be a leader who sets a good example for others to follow. Although it won’t always be easy, these three tips from Kermit will help you lead yourself and your organization.

No matter how large the swamp; be your own frog. According to official biographies, Kermit was born in a swamp in Georgia. He had thousands of relatives and his biggest problem was being recognized as an individual. Think beyond the size of your organization and to the extended network you belong to and you will quickly see that the size of the swamp you work in can be rather intimidating.

In the November 2011 issue of Success magazine, Daren Hardy writes, “You cannot simply study the wisdom of others. You have to think through the ideas yourself and tap your own inner wisdom. Too often we are consumed by some epic hunt for the Holy Grail. We’re looking for someone else’s secret, answer, formula or big idea in order to get where we want to go.”  Kermit headed to the big city with a guitar, a bicycle, and a big dream. Through perseverance he overcame many obstacles and made his mark. You can do the same and it begins when you quit trying to be someone you’re not. Be your own frog.

No matter the opposition; be your own fan. As the authors explain, Kermit had to overcome problems of identity that confronted him. After all, being short, green and edible made him an easy target. Kermit not only succeeded, but did so without sacrificing his calm and cheerful demeanor which is why he is such an endearing character to us today. Kermit was not afraid to speak up for his beliefs.

In his new book, Every Day a Friday, Joel Osteen writes, “When nobody else celebrates you, learn to celebrate yourself. When nobody else compliments you, compliment yourself. It’s not up to other people to keep you encouraged. It’s up to you. It should come from the inside.” Regardless of the opposition you face, you can encourage yourself and your team in ways that no one else can. Be your own fan.

No matter the oddballs; be a good friend. When Kermit set out for the big city one of his first encounters was with Miss Piggy, his first love who packed a powerful attitude. Kermit accepted her attentions (whether he wanted to or not) and together they found happiness.

Whether it’s a Miss Piggy or a J.R. Ewing, some people will get on your last nerve as others grow on you in more meaningful ways. As the authors share, Kermit’s green is normal for the swamp, but in human society it’s the color of sickness, mold and Martian invaders. Kermit is an example of a loyal friend who elevates those around him.  While not every attempt at being a friend will be embraced, and not all characters in your life need to be one, your model of leadership is built strong not by being ruthless, but by being kind. Be a good friend. 

© 2011 Doug Dickerson

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How Safe Are Your Perceptions?

Any person who selects a goal in life which can be fully achieved, has already defined his own limitations. – Cavett Robert

In his book, Winning Every Day, legendary football coach Lou Holtz shares a story about a man whose car tumbled into a ditch. He called a farmer for some help, but the farmer said, “You’d need a team of young stallions to pull that car. I only have one horse, Dusty. He’s blind and old. We’ll bring him over to the ditch, though, and see what he can do. But don’t expect too much.”

The farmer hitched Dusty to the car, snapped a whip in the air, and said, “Pull, Jimmy pull!” Dusty never moved. The farmer snapped the whip again and said, “Pull, Sammy pull.” Dusty still didn’t move. The farmer snapped the whip a third time and said, “Pull Charley pull.” Dusty remained still. The farmer snapped the whip the fourth time and said, “Pull, Dusty pull.” With one mighty tug, Dusty yanked the car out of the ditch.

The grateful driver shook the farmer’s hand and said, “Thanks for freeing my car; but there’s something I don’t understand. Dusty never moved when you kept calling him by those different names. Why didn’t you just call Dusty by his name from the start?” The farmer replied, “I had to call out those three names first. Dusty is blind. If he’d thought he had to do all that work by himself, he never would have even tried.”

The perceptions you have go a long way not only in defining your leadership style but in shaping the direction of your organization. Get it wrong and the consequences can be devastating. Despite the perceptions of the farmer, the horse accomplished the task and removed the car from the ditch. What will be the consequence of your perceptions? Here are three things to remember as you formulate your perceptions about your organization and your people.

Perceptions shape your reality. The perception you place on your organization or colleagues is a powerful belief. Consider this; if the people in your organization were to rise to the level of your perception of them, would your organization be in a better place?

While it’s been said that perception is reality, that statement is not quite true. It becomes true when you and your team take ownership of it. Sherwood Eddy said, “Faith is not trying to believe something regardless of the evidence; faith is daring to do something regardless of the consequences.” And this is the secret to your leadership. The greatest compliment you can give to your team is a faith in them that surpasses your perceptions of them.

Perceptions shape your direction. What you believe about your people and what they buy into shapes the direction all of you will travel. Consider this; if the people in your organization were to go in the direction of your perceptions of them where would that take you? Your perceptions are to your organization what a rudder is to a ship. Perceptions navigate the direction of your organization.

John Maxwell writes, “Being able to navigate for others requires a leader to possess a positive attitude. You’ve got to have faith that you can take your people all the way. If you can’t confidently make the trip in your mind, you’re not going to be able to take it in real life. Sometimes it’s difficult balancing optimism and realism, intuition and planning, faith and fact. But that’s what it takes to be effective as a navigating leader.” If you are not comfortable with the direction you are taking your team then examine your perceptions. Your team deserves a leader with a positive attitude who has faith in their ability.

Perceptions shape your destiny. If you want to know what the future has in store for you as a leader and that of your organization then look no further than your perceptions. Consider this; if you and your organization are going to live out the destiny of your perceptions of them, do you have a bright future?

Your team deserves a leader who does not put a lid on potential, but by his or her perceptions communicates that its future is bright and its possibilities are limitless. Abraham Lincoln said, “The best thing about the future is that it comes only one day at a time.” And one day at a time our perceptions shape our reality, our direction, and our destiny. How safe are your perceptions?

© 2011 Doug Dickerson

The Three Laws of "Everybody Else"

The people’s capacity to achieve is determined by their leader’s ability to empower.
- John Maxwell

Bart Starr, the former quarterback of the Green Bay Packers, was describing to a group of businessmen how his coach, Vince Lombardi, held absolute power. He stated that, as you entered Vince’s office, you noticed a huge mahogany desk with an impressive organization chart behind it on the wall.

The chart had a small block at the top in which was printed: “Vince Lombardi, Head Coach and General Manager.” A line came down from it to a very large block in which was printed, “Everybody Else!”

The success of Vince Lombardi as a coach is undisputable. Yet the sign described in his office is somewhat telling of his leadership attitude. So it’s time for some honest reflection. How do you see everybody else in your organization? Are they a means to an end? Are they disposable? As you recognize The Three Laws of “Everybody Else” it can take your leadership to a new level.

Law #1 – Everybody else is your foundation. Just as you have to learn in the process of life that you are not the center of the universe, so too, you must learn this principle in business. The organization or business is not built on you; it is built on everybody else. While you may have supplied the idea or vision, it was everybody else who bought- in to it that put you over the top.

The foundation of your organization is built one relationship and connection at a time. John Maxwell said, “To lead yourself, use your head; to lead others, use your heart. Always touch a person’s heart before you ask him for a hand.” And this is the secret of Law #1, relationships are the key to a strong foundation.

Law #2 – Everybody else is your inspiration. Without followers who have bought-in to your vision, you will not have a foundation upon which to move forward. Key to your success here rests in your team knowing that you have bought-in to them just as much as they have bought-in to you. When you surround yourself with the best and brightest you create an atmosphere where ideas thrive, creativity is encouraged, and possibilities are endless.

Warren Bennis said, “The leader finds greatness in the group, and he or she helps the members find it in themselves.” What a brilliant observation. The more you inspire others to discover and unleash the greatness that resides within them the more inspired they will become. The brilliance is found not when others always look to you for inspiration but when you help unleash it in everybody else. And this is the secret of Law # 2, the best ideas don’t always flow from your office; often time they flow to it.

Law # 3 – Everybody else shares in your destination. As you look at your team and the talent you are surrounded with; understand the power of this law – you share in a common destiny. When you connect helping hands and willing hearts, and build off a foundation of trust and vision, you will share a common destiny.

It’s doubtful that more than forty years ago anyone would have given two aspiring young entrepreneurs named Steve Jobs and Steve Wozniak any chance of success when they launched their fledgling company in Jobs’ bedroom. But as their ideas came together they expanded and relocated – to the garage. Through hard work, sacrifice, and determination, these two men shared a common destiny that would cause them to change the world.

The destiny of your organization is realized when everybody else buys-in to your vision, and when you buy-in to them. The realization of your destiny is found when everybody works together. And this is the secret of Law # 3 – your destination is not a place you go to alone, everybody goes together.

© 2011 Doug Dickerson

What Does Your Opportunity Look Like?

A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty. – Winston Churchill

A story is told some years ago about a young energetic man who began work as a clerk in a hardware store. Like many old-time hardware stores, the inventory included thousands of dollars’ worth of items that were obsolete or seldom called for by customers.

The young man was smart enough to know that no thriving business could carry such an inventory and still show a healthy profit. He proposed a sale to get rid of the stuff. The owner was reluctant but finally agreed to let him set up a table in the middle of the store and try to sell off a few of the oldest items. Every product was priced at ten cents.

The sale was a success and the young fellow got permission to run a second sale. It, too, went over just as well as the first. This gave the young clerk an idea. Why not open a store that would sell only nickel and dime items? He could run the store and his boss could supply the capital.

The young man’s boss was not enthusiastic. “The plan will never work,” he said, “because you can’t find enough items to sell at a nickel and a dime.” The young man was disappointed but eventually went ahead on his own and made a fortune out of the idea. His name was F. W. Woolworth.

Years later the old boss lamented, “As near as I can figure it, every word I used in turning Woolworth down has cost me about a million dollars!”

Victor Chasles said, “The sure way to miss success is to miss the opportunity,” and this is the challenge for leaders today. What opportunities are before you? Here are three simple reminders to help give you perspective about garnering the most of them.

Opportunities are not always obvious. Even at a young age, F.W. Woolworth saw a golden opportunity for a new business. But this was not the case with his boss. The rationale was there simply would not be enough items to sell for a nickel and a dime to be profitable.

After the eventual success of F. W. Woolworth, the old boss in hindsight realized that he missed out on a tremendous opportunity. And this is the challenge you face in today’s economy. There will always be those making excuses as to why something can’t be done, while others will go out and do it. While others may be oblivious to opportunities around them, do not be discouraged. Focus on your goals and dare to do the impossible. The bottom line: opportunities do not have to be obvious to others, just you.

Opportunities are not always popular. Woolworth’s boss refused to finance his department store idea. The same prologue can be written for many other successful entrepreneurs who, despite rejection and disappointment, forged ahead with purpose and seized their opportunity.

Take FedEx founder Fred Smith as an example. While attending Yale University, he wrote a paper on the need for reliable overnight delivery in a computerized information age. His professor found the premise improbable, and to the best of Smith’s recollection, he only received a grade of C for the effort, but the idea stayed with him.

Jim Rohn said, “If you are not willing to risk the unusual, you will have to settle for the ordinary.” And this is why you must embrace your opportunity regardless of how it looks to others or what they say about it. The bottom line: opportunities do not have to be popular with others, just you.

Opportunities are always knocking. We are living in unprecedented times. While many bemoan the current economy and are anxious about the future, this is your time to seize upon the greatest opportunities of our generation. In this environment the opportunities may not be obvious, or popular, but exist for those looking.

Alexander Graham Bell said, “When one door closes another door opens; but we often look so long and so regretfully upon the closed door that we do not see the ones which open for us.” When you focus on the opportunities before you and not worry about the past, you can breathe new life into your future. The bottom line: opportunities will always knock, are you paying attention?



©2011 Doug Dickerson

It's All About People

People finally matter at work. Lip service be damned.

- Marcia Conner

A story is told in The Book of Business Anecdotes about marketing whiz Stanley Arnold working at Young & Rubicam in the 1950’s. He was asked to help with a marketing campaign for Remington Rand. Its chairman at the time was retired General Douglas MacArthur. It is said that Arnold was intimidated at first by a company that was so much a part of America.

Emboldened by fresh inspiration for the marketing campaign, Arnold went to the New York offices of Merrill Lynch, Pierce, Fenner and Beane, and placed the ultimate odd-lot order - one share of every single stock listed on the New York Stock Exchange. Unable to be talked out of placing the order, the purchase was made at a cost of more than $42,000 for one share in each of the 1,098 companies listed at the time.

Arnold now took his diversified portfolio into a meeting of Remington Rand’s board of directors, where he argued passionately for a sweepstakes campaign with the top prize called A Share in America. The men shifted in their seats and discussed the idea. “But Mr. Arnold,” one said, “we are not in the securities business; we are in the shaver business.” Arnold replied, “I agree that you are not in the securities business, but I think you also ought to realize that you are not in the shaver business either, you are in the people business.” The company bought the idea.

In a recent column (http://bit.ly/pu94ox), Fast Company blogger Marcia Conner made a compelling case for how companies, HR in particular, must move beyond the familiar and embrace their most appreciable asset: people.Conner states, “The social media wave, now moving inside corporate walls through social business tools, is not a fad. It’s a fundamental change to how business gets done. The social everything movement is a humanizing movement, driven by dramatic changes in workforce demographics, forcing employers to treat people differently—more like the vital assets they have always been.” What a novel idea.

Charlie Brown once mused, “I love mankind; it’s people I can’t stand.” While that sentiment might be amusing in the comic strips, it is one with disastrous consequences if held by the leadership in your office. The bottom line is; people matter. Each person with their unique gifts and talents form the workforce you have and are the backbone of your business. Here are two simple reminders for leaders that will help make your workplace more productive.

Your business is people. It would seem that much time and attention in business is focused on educating how to close the deal and turn a profit. No doubt there is merit to those respective principles. Let’s face it – you are in business to make money, not lose it.

Six decades ago Stanley Arnold had to convince skeptical clients that they were not in the shaver business; they were in the people business. The lesson is still valid today. And when people are respected, valued, and appreciated; whether they work in your office or are potential clients, they will respond to you in a manner that is consistent with the way they are treated. Here is a litmus test for you: if you did not work for your company, would you do business with them based on the way it treats others?

Relationships are king. Kevin Kelly said, “An organization is a set of relationships that are persistent over time.” Certainly social media has had an enormous impact on how we do business. And while the landscape has changed, the unchanging principle remains in-tact- relationships matter.

When relationships fail to flourish the impact is far reaching. Conner cites research from Gallup that shows that firms with an engaged workforce have 2.6 times the earnings per share growth rate compared to their industry counterparts. Conner states, “Actively disengaged employees erode an organization’s bottom line while breaking the spirits of colleagues in the process.” What a sobering observation. Are you taking relationships seriously? An honest appraisal of your in-house relationships and your external ones are in order.

When you understand that people are your business and relationships matter you will have a strong competitive edge. Your prospects for success today and in the future are tied to your understanding of this principle and how well you execute it. Lip service will no longer suffice. Do you value your people?

©2011 Doug Dickerson