Leveling the Playing Field with an Attitude

John Kanary shares a story in A Cup of Chicken Soup for the Soul, about Charlie Boswell. Charlie was blinded during World War II while rescuing his friend from a tank that was under fire. He was a great athlete before his accident and in a testimony to his talent and determination, he decided to try a brand new sport, a sport he never imagined with his eyesight – golf.

Through determination and a deep love for the game he became the National Blind Golf Champion. He was that honor 13 times. One of his heroes was the great golfer Ben Hogan, so it was truly an honor for Charlie to win the Ben Hogan Award in 1958.

Upon meeting Ben Hogan, Charlie was awestruck and stated that he had one wish and it was to have one round of golf with the great Ben Hogan. Mr. Hogan agreed that playing a round of golf together would be an honor for him as well, as he had heard about all of Charlie’s accomplishments and truly admired his skills.

“Would you like to play for money, Mr. Hogan?” blurted out Charlie. “I can’t play you for money, it wouldn’t be fair,” said Mr. Hogan. “Aw come on, Mr. Hogan…$1,000 per hole!”

“I can’t, what would people think of me, taking advantage of you and your circumstance,” replied the sighted golfer. “Chicken, Mr. Hogan?” “Okay,” blurted a frustrated Hogan, “but I am going to play my best.”

“I wouldn’t expect anything else,” said the confident Boswell. “You’re on Mr. Boswell; you name the time and place.” A very self-assured Boswell responded, “10 o’clock…tonight!”

Having the right attitude can level the playing field not only for you personally, but in your organization. How many times have you picked up the paper in the morning only to see another headline proclaiming doom and gloom on the economy? The headlines are disturbing; quarterly reports are dismal, another company files bankruptcy, jobless numbers are worrisome, and the list goes on.

Leadership expert John Maxwell said, “A leader’s attitude is caught by his followers more quickly than his or her actions.” While the economic woes affect all of us, one thing remains constant- we choose our attitude. And the choice we make determines our future and our success. Leveling the playing field in these uncertain times is an attitude choice.

We level the playing field when we refuse to allow circumstances to defeat us. In these economic times, it’s a struggle for many. Yet, when we face the challenge with resolve and determination, we level the playing field.

C.S. Lewis said, “Everytime you make a choice you are turning the control part of you, the part that chooses, into something a little different from what it was before. And taking your life as a whole, with all your innumerable choices, you are slowly turning this control thing either into a heavenly creature or into a hellish one.” We level the playing field with wise choices and right attitudes.

We level the playing field when we inspire our team by example. Your attitude should be the thermostat your team is set at. Simply put, your action as a leader multiplies the reaction of the team. When your attitude is strong then the attitude of the team will follow. Sure, there will be some slackers, but by and large, you set the tone of your organization by your example. What type of example are you setting?

We level the playing field through high expectations. High expectations create an environment ripe for success. And while you can’t control everyone else’s future you do play a role in how yours will turn out. Simply put, attitude is the lens through which you look at your world. Through that lens you can either have a negative view or a positive one.

I came across an interesting story about the hummingbird. Both the hummingbird and the vulture fly over our nation's deserts. All vultures see is rotting meat, because that is what they look for. They thrive on that diet. But hummingbirds ignore the smelly flesh of dead animals. Instead, they look for the colorful blossoms of desert plants. The vultures live on what was. They live on the past. They fill themselves with what is dead and gone. But hummingbirds live on what is. They seek new life. They fill themselves with freshness and life. Each bird finds what it is looking for. We all do.

Writing in The Fred Factor, Mark Sanborn says, “Freds know that one of the most exciting things about life is that we awake each day with the ability to reinvent ourselves. No matter what happened yesterday, today is a new day. While we can’t deny the struggles and setbacks, neither should we be restrained by them.”

Don’t be restrained by negative circumstances, level the playing field with a right attitude.

© 2009 Doug Dickerson

Is Yours a 'Yes' Face?

A story is told of President Thomas Jefferson that during his days as president, he and a group of companions were traveling across the country on horseback. They came to a river which had left its banks because of a recent downpour. The swollen river had washed the bridge away.

Each rider was forced to ford the river on horseback, fighting for his life against the rapid currents. The very real possibility of death threatened each rider, which caused a traveler who was not part of their group to step aside and watch. After several had plunged in and made it to the other side, the stranger asked President Jefferson if he would ferry him across the river. The president agreed without hesitation. The man climbed on, and shortly thereafter the two of them made it safely to the other side.

As the stranger slid off the back of the saddle onto dry ground, one in the group asked him, "Tell me, why did you select the president to ask this favor of?" The man was shocked, admitting he had no idea it was the president who had helped him. "All I know," he said, "Is that on some of your faces was written the answer 'No,' and on some of them was the answer 'yes.' His was a 'Yes' face."

When it comes to the climate in your organization, what does your face say about you? Are you an optimist or a pessimist? Sure, times are challenging, but the face you wear is giving signals that your team is picking up on. A strong leader is one who does not shy away from reality, but looks through the lens of optimism in the face of a challenge. Here’s how the optimist does it.

An optimist confronts his fears with resolve. The men riding with Jefferson had to confront a raging river and risk death to cross to the other side. Yet, one by one, they took the plunge and made their way across.

In your business I am not suggesting reckless abandon. I am suggesting that you not allow fear to paralyze you to the point that you are afraid to take risks. Legendary coach Vince Lombardi said, “We would accomplish many more things if we did not think of them as impossible.”
Obstacles along your path may not be of our choosing or creation, but the way in which you confront them is. Like Jefferson, face your fears head on and get over them.

An optimist gives others confidence. At the crossing of the river was a man who was not a part of the entourage. After observing the men, he approached Jefferson and asked him for a ride to the other side. The m`n chose Jefferson not because he knew he was the president, but because his countenance exuded confidence.

As a leader, team members are evaluating your confidence level and are looking for assurances from you that things are well. Rudy Giuliani said, “Leaders need to be optimists. Their vision is beyond the present.” If as a leader you are weighed down by fear and doubt and are not looking to the future, your team will suffer. Jefferson’s face inspired all the confidence one man needed to face his fear. What does your face say about you?

An optimist looks for the good in all situations. The story is told of two boys who were twins, one an incurable optimist, one a pessimist. The parents were worried about the extremes of behavior and attitude and finally took the boys in to see a psychologist. The psychologist observed them a while and then said that they could be easily helped.

He said that they had a room filled with all the toys a boy could want. They would put the pessimist in that room and allow him to enjoy life. They also had another room that they filled with horse manure. They put the optimist in that room. They observed both boys through one way mirrors. The pessimist continued to be a pessimist, stating that he had no one to play with.

They went to look in on the optimist, and were astounded to find him digging through the manure. The psychologist ran into the room and asked what on earth the boy was doing. He replied that with all that manure, he was sure there had to be a pony in the room somewhere.

Sometimes you have to dig through some unpleasant things to find the good, but all things worthwhile are. Regardless of how difficult things may be around you, carry the face that says ‘Yes’.

P.S. – Once again this year I am participating in the Start! Lowcountry Heart Walk sponsored by the American Heart Association. Did you know that heart disease is the nation’s number 1 and 3 killers? This year, as was the case last year, I will be walking in memory of my father who suffered from strokes. The walk is in Charleston, SC September 26.
I have a team goal to raise $1,000. Your contribution will help the American Heart Association in their fight against heart disease. At the top right location of this page is a link to my donation page where through a secured link you can make your contribution. Thank you for donation and support as together we fight against heart disease!



© 2009 Doug Dickerson

Faces to the Coal - The Work of Inspiring Leadership

Don McCullough shares a story of hope and encouragement from his writing, Walking from the American Dream, about Winston Churchill. Mc McCullough writes, “During World War II, England needed to increase its production of coal. Winston Churchill called together labor leaders to enlist their support. At the end of his presentation he asked them to picture in their minds a parade which he knew would be held in Piccadilly Circus after the war.

First, he said, would come the sailors who had kept the vital sea lanes open. Then would come the soldiers who had come home from Dunkirk and then gone on to defeat Rommel in Africa. Then would come the pilots who had driven the Luftwaffe from the sky.

Last of all, he said, would come a long line of sweat-stained, soot-streaked men in miner's caps. Someone would cry from the crowd, 'And where were you during the critical days of our struggle?' And from ten thousand throats would come the answer, 'We were deep in the earth with our faces to the coal.’”

The ability to inspire others is one of the characteristics of a good leader. As the above story illustrated, Churchill was a man of great motivation and leadership. He encouraged a nation during its darkest hours and always lifted the hopes and aspirations of his people.

Churchill recognized that it was the sacrificial labor of everyone that would bring victory and he constantly reminded them of it. His words were not the rhetoric wishful thinking, but a call to persevere and thus alter the course of history. They were reminders for the workers then and are good reminders for us today.

First, he reminded them of the mission. In doing so, he showed them the big picture. Coal production was necessary in order for them to succeed. He also knew that the task was difficult. But instead of focusing on the hardships, Churchill painted a different picture to inspire them. He painted a picture of victory.

As an inspiring leader, it’s your task to not just picture success in your own mind, but to articulate it to your people. When your team sees what you see, they are inspired to go there with you.

At the dedication ceremony of Disney World in Orlando, Mrs. Disney was being introduced to speak. Her husband, Walt Disney, had already passed away by this time. During the introductory remarks, the emcee said, “I wish Walt Disney could have seen this.” Upon taking the podium, Mrs. Disney said, “He did.” It’s visionary leadership that attracts top talent to your cause, and when the banner of success and accomplishment is raised, it will spur your team to success. Churchill’s’ reminder was not just of the mission, but also that despite the current hardships, they were on the way to victory.

Second, he reminded them of the power of teamwork. In calling upon the services and sacrifices of the workers, he pointed out the various key players and their contributions to victory.
He spoke of the sailors, the soldiers, and the pilots who would be honored in the parade. Then he did something fascinating as a leader. He spoke of the men who were deep in the earth with their faces to the coal – the miners.

You see, not every team member is a visible team player, but every team player is valuable. Churchill knew that some would call into question where the scraggly miners were during the conflict knowing they would not receive the same affection as a soldier, sailor, or a pilot. But Churchill knew of their contribution, and would not allow them to be forgotten. In fact, he had them in the parade.

As an inspiring leader, it’s your job to honor all of your team, not just the ones out front. Without team members with their faces to the coal, you may not enjoy the success you have today.

Ralph Waldo Emerson said, “Trust men and they will be true to you; treat them greatly and they will show themselves great.”

You will experience success in your organization when you focus on your mission and when you unleash the power of teamwork. And if you really want to know who the real leaders on your team are, they are easy to find, they have their faces to the coal.

© 2009 Doug Dickerson

Corporate Guards

Alan M. Webber in his book, Rules of Thumb, shares in rule #49 "If you want to grow as a leader, you have to disarm your border guards." In the chapter he relates a story of a time when he and his brother were detained by border guards. They had traveled into Prague and were headed back into West Germany.

At the checkpoint two guards confiscated their passports and thus Webber and his brother were held up for several hours. Webber concludes the story,"Here's the punchline: forty years later the border guards are gone. East Germany is no more and the Chancellor of a united Germany grew up in a country that no longer exists."

The story sets the stage for what he goes on to write about in the chapter. The thesis being we all employ body guards. Webber states, "The higher you go in your career, the more successful you are in your work, the more guards you get and the higher the price you pay." Webber is tapping into what is becoming all too familiar. What Webber calls the guards is what I call the corporate guards.

The need for these corporate guards begins rather innocently. A leader starts down a path and gradually things change. Webber writes, "They start their careers as learners open and accessible. As they move up in the organization-usually because they were learners- they get overwhelmed by the demands and expectations others place on them. It's too much. They end up forming an invisible exoskeleton. It cuts down on the overwhelming pressure. But it comes at a price the leader can not grow outside the shell."

The danger Webber points to is how executives end up isolated from others, surrounded with their own border guards - real or metaphorical -to control access to what's inside. He gives three suggestions to keep yourself accessible that I would like to share with you. The main points are Webbers, the elaborations are mine.

First, keep people around you who are not afraid to speak the truth. When a leader is surrounded by a bunch of "yes men" the leader is out of touch and creativity within the organization is killed. The "yes men" have become the corporate guards and while professing loyalty are only destroying what they claim to serve. Ultimately corporate guards are cowards who only have their best interests at heart.

A wise leader is strong enough to listen to the truth and a strong leader is courageous enough to speak it. The wise executive will send the corporate guards away and foster an environment of truthfulness and open communication. In the absence of truthful communication what are the corporate guards protecting anyway?

Second, remember to rub shoulders with real people. One of the dangers of corporate guards is being cut off from the real world. Corporate guards inoculate the leader and thus prevent him from understanding things at the most critical levels-where the people are.

A secure leader will mix it up with those in the organization and by doing so keep pulse of what's going on. In doing so he builds confidence with his team and remains grounded with perspective.

Third, don't ignore the emotional side of business. Webber says, "Emotional intelligence plays just as important a role in business as raw IQ. Unfortunately, there's not much in business school that educates leaders in the use of the right side of the brain." Corporate guards tend to dampen intelligence in the workplace.

A strong leader will not allow himself to be surrounded by corporate guards and will always remember where he came from. Corporate guards are enablers of insecurity and fortified leaders are greatly diminished.

Be determined to foster a climate of trust and openness- get rid of the guards.



© 2009 Doug Dickerson

Boulders on Your Path to Recovery

While there is still a long way to go, we are slowly seeing signs that the economy is trying to make a comeback. Positioning yourself for the turnaround begins now so as not to be behind the curve when the recovery takes place. Think about it for a moment, what will your company look like in six months, a year from now? While it may be difficult to predict, the time is now to think strategically about your future.

I am reminded of a story about how a king in ancient times placed a boulder on a roadway. Then he hid himself and watched to see if anyone would remove the huge rock. Some of the king’s wealthiest merchants and courtiers came by and simply walked around it. Many blamed the king for not keeping the roads clear, but none did anything about getting the boulder out of the way.

Then a peasant came along carrying a load of vegetables. On approaching the boulder, the peasant laid down his burden and tried to move the stone to the side of the road. After much pushing and straining, he finally succeeded. As the peasant picked up his load of vegetables, he noticed a purse lying in the road where the boulder had been. The purse contained many gold coins and a note from the king indicating that the gold was for the person who removed the boulder from the roadway. The peasant learned what many others never understand. Every obstacle presents an opportunity to improve one’s condition.

Every boulder you have faced on the road the past year or two with the economic downturn presents valuable lessons that you might not have considered. From under the boulder on the road contains a purse with a few nuggets of truth that are reminders for us today.

First, successful people move boulders. Many of the king’s merchants and courtiers walked around the boulder. Consequently, they did not receive the gold coins which are indicative of many today. Success comes to those who in the face of obstacles will work hard to remove the obstacles before them. Others prefer to walk around obstacles and pretend it is not there or blame someone for it.

Someone once said, “If Columbus had turned back, no one could have blamed him, but no one would have remembered him.” The successful person will roll up his sleeves and with determination move the obstacle. It may take a while and will certainly not be easy, but the reward will be worth it. What will you do with the boulder on your path?

Second, boulders are a barometer of your creative powers. For many, a boulder on their pathway is a nuisance, an irritation on the way to some place else. While the king’s men likely cursed the boulder the peasant chose a different approach. While no one wants a boulder on their path like a recession, how you choose to respond to it will make all the difference.

I read a story about fashion designer Sandra Garratt. As a student, Sandra Garratt was given a project to design clothing that would go against her natural inclinations--clothes that she didn't like. She came up with a line of economical, one-size-fits-all, modular clothing for women. Garratt moved on to a series of jobs in the fashion industry, but she kept thinking about those clothes she'd designed. They intrigued her enough that she eventually began producing them for a boutique in Dallas. Several business people saw promise in Garratt's clothes, and in 1986 they invested the money to help her start a nationwide chain of shops. The investment paid off. Within a few years, more than $100 million of Garratt's clothes had been sold, and she had made millions in royalties. All because she put her natural inclinations aside and investigated something different.

Garratt chose to design clothes that were not appealing to her and became quite wealthy in the process. Her creativity paid off. What will you do with the boulder on your path?

Finally, obstacles provide opportunity. For the peasant the obstacle was a boulder in the road. The reward came when he moved it only to discover the purse with the gold coin. For Sandra Garratt, the reward came in the form of designing clothes that she didn’t like. The truth is- opportunities often come in a disguise. Not every boulder is an obstacle. Sometimes it’s a reward waiting to be discovered.

In his famous poem, The Road Not Taken, Robert Frost writes, “I shall be telling this with a sigh, somewhere ages and ages hence: Two roads diverged in a wood, and I--I took the one less traveled by, and that has made all the difference.” You are on your path for a reason.
The next time you stumble upon a boulder on your path, pause before you curse it or the one who put it there. Keep in mind that what lies underneath quite possibly could change your life.




© 2009 Doug Dickerson

Dealing with Difficult People

Fredrick the Great once said, “The more I get to know people, the more I love my dog.” Dealing with difficult people in the office is nothing new. You know the ones I’m speaking of; the short- tempered gossips, perfectionist, slackers, clueless, and everything in between. Not everyone can be as pleasant to work with as you and I.

I am reminded of the story of a newlywed farmer and his wife who were visited by her mother, who immediately demanded an inspection of the place. The farmer genuinely tried to be friendly to his new mother-in-law, hoping that it could be a friendly, non-antagonistic relationship. All to no avail though, as she kept nagging them at every opportunity, demanding changes, offering unwanted advice, and generally making life unbearable for the farmer and his new bride.

While they were walking through the barn, during the forced inspection, the farmer’s mule suddenly reared up and kicked the mother-in-law in the head, killing her instantly. It was a shock to all no matter their feelings toward her demanding ways.

At the funeral service a few days later, the farmer stood near the casket and greeted folks as they walked by. The pastor noticed that whenever a woman would whisper something to the farmer, he would nod his head yes and say something. Whenever a man walked by and whispered to the farmer, however, he would shake his head no, and mumble a reply.

Very curious as to this bizarre behavior, the pastor later asked the farmer what that was all about. The farmer replied, “The women would say, ‘What a terrible tragedy,’ and I would nod my head and say ‘Yes it was.’ The men would ask, ‘Can I borrow that mule?’ and I would shake my head and say, ‘can’t, it’s all booked up for a year.’”

That humorous story reminds us that not only will difficult people be with us, but how we want to respond to them is a universal emotion. Learning how to relate to difficult people will vary according to the personality types you are dealing with. While the person you are irritated with may never change, understanding a few basic concepts will at least ease your frustration. Allow me to share a few simple guidelines when dealing with difficult people.

First, treat the difficult person the way you want to be treated. It’s a timeless principle, but timeless for a reason. It’s effective. You may never change the behavior patterns of the difficult people in your organization, but when you model courteous, professional behavior, hopefully somewhere down the line they will get a clue.

A difficult person, more times than not, is that way by choice. An advisor to President Lincoln suggested a certain candidate for Lincoln’s cabinet. But Lincoln refused, saying, “I don’t like the man’s face.” “But sir, he can’t be responsible for his face,” insisted the advisor. “Every man over forty is responsible for his face,” replied Lincoln, and the subject was dropped. Just as you are responsible for your face, so is that difficult person. It’s not your responsibility to change him, just treat him the way you want to be treated.


Second, take the high road. Lowering yourself to the level of that difficult person is never the answer. Don’t allow yourself to be drawn in to another’s bad behavior by behaving bad yourself. Keep your emothons and attitude in check. Don’t be like the man who was told by his physician, “Yes indeed, you do have rabies.” Upon hearing this, the patient immediately pulled out a pad and pencil and began to write. Thinking the man was making out his will, the doctor said, “Listen, this doesn’t mean you’re going to die. There is a cure for rabies.” “Oh, I know that,” the man said. “I’m just making a list of all the people I’m going to bite.”

John Maxwell said, “The disposition of a leader is important because it will influence the way the followers think and feel. Great leaders understand that the right attitude will set the right atmosphere, which enables the right responses from others.” When difficult people surround you, take the high road, perhaps others will follow you. But if not, then heed to advice of my next point.

Third, protect the morale and productivity of your organization. As a leader, it’s your duty to protect your team’s integrity and morale. Allowing a difficult person to continue on in his or her job, in the end, may cause more harm than good. As someone once said, “What you tolerate, you promote.”

Treating the difficult person the way you want to be treated, taking the high road, and protecting morale are key components of your leadership. When people in your office are walking on egg shells around a difficult person, it can be a messy situation. Do your team a favor- act with compassion, act with conviction, and act quickly.



© 2009 Doug Dickerson

Improbable Success during Impossible Times

The economic climate continues to present challenges to many. The recent bankruptcy of General Motors is but one more sign of challenging times ahead. Unemployment numbers remains high, and the toll of the recession is still being felt in many sectors.

That however, should not be a deterrent to new beginnings and defining a future full of promise. You see, out of adversity has been born many of the great inventions and marvels of our time. Allow me to share one such example with you.

His name was Fleming, and he was a poor Scottish farmer. One day, while trying to eke out a living for his family, he heard a cry for help coming from a nearby bog. He dropped his tools and ran to the bog. There, mired to his waist in black muck, was a terrified boy, screaming and struggling to free himself. Farmer Fleming saved the lad from what could have been a slow terrifying death.

The next day, a fancy carriage pulled up to the Scotsman’s sparse surroundings. An elegantly dressed nobleman stepped out and introduced himself as the father of the Boy Farmer Fleming had saved.

“I want to repay you,” said the nobleman. “You saved my son’s life.” “No, I can’t accept payment for what I did,” the Scottish farmer replied, waving off the offer. At that moment, the farmer’s own son came to the door of the family hovel.

”Is that your son?” the nobleman asked. “Yes,” the farmer replied proudly. “I’ll make you a deal. Let me take him and give him a good education. If the lad is anything like his father, he’ll grow to a man you can be proud of.”

And that he did. In time, Father Fleming’s son graduated from St. Mary’s Hospital Medical School in London, and went on to become known throughout the world as the noted Sir Alexander Fleming, the discoverer of Penicillin.

Years afterward, the nobleman’s son was stricken with pneumonia. What saved him? Penicillin. The name of the nobleman? Lord Randolph Churchill. The son’s name? Sir Winston Churchill.

The medical discovery made by Alexander Fleming was one that was years in the making. It was an improbable achievement. Yet today, we are the benefactors of a near disaster. Never underestimate the power of possibilities in the worst of times. Consider with me these timeless principles.

Success is born from adversity. Only moments from sure death, the young Churchill was plucked from the black muck just in time. Little did Farmer Fleming know how his actions that one fateful day would revolutionize the world of medicine and save countless lives.

In 1914 Thomas Edison watched in disbelief as much of his life’s work went up in flames. Standing among the ruins the next day, Edison said, “There is great value in disaster. All of our mistakes are burned up. Thank God we can start anew.” Three weeks after the fire, Edison managed to deliver his first phonograph.

What may look like disaster today may be nothing more than the springboard to your greatest achievement tomorrow.

Promise is born of kindness. The generous action of Lord Randolph to take the young Fleming and tend to his education exemplifies what can happen when one person believes in another. When we learn to give out of our abundance into the lives of others there is no telling what the returns will be. Just as in the case of Fleming, the next medical breakthrough could be just around the corner.

The story is told that one day a beggar by the roadside asked for alms from Alexander the Great as he passed by. The man was poor and wretched and had no claim upon the ruler, no right even to lift a solicitous hand. Yet the Emperor threw him several gold coins. A courtier was astonished at his generosity and commented, "Sir, copper coins would adequately meet a beggar's need. Why give him gold?" Alexander responded in royal fashion, "Copper coins would suit the beggar's need, but gold coins suit Alexander's giving.

While we still face uncertain days as we work through the pains of this recession, never underestimate the power of the human spirit to overcome adversity, sow seeds of success in others, and to make the world a better place tomorrow because of how we chose to act today.

© 2009 Doug Dickerson