The Power of Organized Leaders

The achievements of an organization are the results of combined effort of each individual.
- Vince Lombardi

In a Peanuts cartoon Lucy demands that Linus change the TV channel, threatening him with her fist he didn’t. “What makes you think you can walk right in her and take over?” asks Linus.

“These five fingers,” says Lucy. “Individually they’re nothing but when I curl them together like this into a single unit, they form a weapon that is terrible to behold.”

“Which channel do you want?” asks Linus. Turning away, he looks at his fingers and says, “Why can’t you guys get organized like that?”

In order for your company to perform at optimum levels it will require an organized leader at the helm. Jack Welch said, “An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” And this is why an organized leader is so valuable. An organized leader adds value to his company in the three specific ways.

Organized leaders build confidence. Organizations are powered by confident leaders. When the leader is organized he creates a sense of purpose and order that lends credibility to its mission. A confident team has a competitive advantage because it is not wasting energy trying to make sense out of chaos.

Brian Tracy said, “Whatever we expect with confidence becomes our own self-fulfilling prophecy.” And this is the power that organized leaders give to their team. An organized team operates with a sense of expectancy that delivers extraordinary results during uncommon times.

If organizational skills are not your strong suit then you must surround yourself with an administrative team that can help you deliver what your team needs to succeed. Your team will be hard pressed to do well if a strong organizational structure is not in place.

Organized leaders build camaraderie. Team members thrive in an environment where organization is strong. While strong organization is no guarantee for good morale, it does give life to the possibility. If you have a sense of low morale or productivity in your organization give consideration to the thought that it may not be personality conflicts at the root of your problem but organizational ones.

It is unreasonable to have high expectations for your corporate performance if the organizational structure it needs is fractured. But when the necessary tools are in place the ability to prosper is enhanced. When team members work together in an environment where camaraderie is the norm rather than the exception then good things will happen.

Sammy Davis, Jr. said, “The success of the Rat Pack or the Clan was due to the camaraderie, the three guys who work together and kid each other and love each other.” And this is the genius of a leader who understands that more can be accomplished through camaraderie as a team than ever could be imagined without it. Strong organization and camaraderie are foundations upon which to build your company strong.

Organized leaders build continuity. While continuity of mission and purpose is the product of a strong organizational structure; flexibility to adapt to changing environments is critical to its livelihood.

Michael Porter said, “The thing is, continuity of strategic direction and continuous improvement in how you do things are absolutely consistent with each other. In fact, they are mutually reinforcing.” Organized leaders welcome reinforcement that blends its core values with a deep seeded commitment to improvement. As the leader grows comfortable with the process the company can thrive.

As continuity of mission and purpose is established within the organization it gives credibility to the ultimate rite of passage which is succession. A strong leader does not build the organization upon his shoulders. It is crafted in the hearts and through hands of his dedicated team.

The lineage of your company’s values and mission is a testament to the power of an organized leader who builds confidence, camaraderie, and continuity. The power of your organization shapes the legacy of your leadership.



© 2010 Doug Dickerson

Leadership Lessons from Luis Urzua

We have done what the entire world was waiting for.
- Chilean President Sebastian Pinera


Last week the world watched in celebration as the 33 miners in Chile were pulled to safety. Trapped nearly a half-mile underground for 70 days, the rescue provided riveting television witnessed by millions all over the world.

For the first 17 days of the crisis, no one knew if the miners were alive or if they could be rescued. But from the depths of the earth we now learn, a leader emerged among the men who would rally them together and lead them to safety. Shift commander Luis Urzua is praised by his fellow miners as being the leader responsible for bringing the necessary discipline to the group.

Under Urzua’s leadership the food was rationed for more than two weeks that would keep them alive. Work and sleep areas were designated along with shift schedules for each activity. When rescuers first established contact with the miners it was Urzua who scribbled the note letting them and the world know they were alive and waiting to be rescued.

Former co-worker and miner Robinson Marquez described Urzua as being “very protective of his people and obviously loves them.” He said Urzua is a “calm professional person,” and a born leader. “It is his nature. It is his gift,” said Marquez. The heroic efforts of the rescue workers, the tenacity of the Chilean president, and the way in which countries from all over the world generously contributed to the effort is a testament to what can happen when people come together for a common cause.

Someone said that adversity introduces a man to himself. From Luis Urzua we learn important leadership lessons that are transferable in any culture or work environment and offers hope and inspiration to leaders on any level. Here are a few take away lessons from Luis Urzua and the rescue mission.

Leaders adapt to changing circumstances; they understand fragile systems. The mission of the 33 men going into the mine was that of a familiar routine. The men were copper miners who were accustomed to the work in addition to the risks. But in one instance the world in which they worked suddenly became their potential tomb.

Utilizing his leadership instincts Luis Urzua mobilized the men to scout out the mine as soon as the dust settled in order to understand how and to what extent their circumstances had changed. And this is the nature of how leaders operate. They waste little time bemoaning the circumstances they are thrust into and immediately begin the work of overcoming them.

Leaders keep the team focused on the mission; they find solutions. Once the miners fully understood the severity of the problem, Urzua began to bring order to the chaos. He partitioned areas in which the men would work, sleep, and even where the latrine would be located. He began a process of rationing their food and made sure they maintained a proper sleep and exercise regiment.

Despite overwhelming odds against them, Urzua kept as much of a normal routine in place for the men as possible. The intent was to keep the crew focused on the mission. And while the mission had dramatically changed for them, it fell upon him to convince the others that it was one in which they would emerge alive.

When adversity strikes it is important for leaders to step up and keep the team focused. Taylor Benson said, “It is during our darkest moments that we must focus to see the light." And this is what uncommon leaders do. By keeping your team focused on finding solutions problems can be overcome by faith and perseverance.

Leaders place the well-being of others ahead of themselves; they are selfless. When the rescue operation began, Luis Urzua was the last man out of the mine. It was a consensus that was determined by a vote of the miners and was the ultimate show of respect for what he had done during their entrapment.

Tony Robbins said, “Only those who have learned the power of sincere and selfless contribution experience life’s deepest joy – true fulfillment.” Uncommon leaders inspire us to believe the best in others, bring out the best in ourselves, and motivate us to serve others on the journey.

Urzua is an example of what can happen when a leader is committed to his people, leads by example, and is selfless in the process.


© 2010 Doug Dickerson

What Captures Your Imagination?

Imagination is not a talent of some men, but is the health of every man.
- Emerson

In his highly insightful book, Rules of Thumb, Alan M. Webber devotes a chapter to what it takes to capture the world’s imagination. In the chapter he makes his case based off a question by Tom Peters whom he quotes as saying, “Enough of this weak stuff! Now is the time to capture the imagination of the world! And if not the whole world, at least your world!”

Webber contends that much of what passes for innovation today falls short of the mark. He says, “Some companies go for the gold when it comes to new products and services. But not many. Most companies play it safe and call it innovation. Most companies make an incremental packaging change and call it a breakthrough. They benchmark their competitors and look for small ways to make big claims. They say they’re reaching for the sky-and then settle for the next-to-the-top shelf in the garage where the old gear gets stored. It’s safe. Nobody gets fired for predictable mediocrity. Just don’t call it innovation. It’s more like mini-vation.”

As a leader, the claim by Webber is both refreshing and challenging. Identifying the 300- pound gorilla in the room is a breath of fresh air as it relates to honestly capturing the culture of some corporations. But what it exposes is equally troubling. A culture of mediocrity is the by-product of leadership on auto- pilot. And if the company or organization wants to be around for the long haul it had better wake up to new realities. And that takes place when leadership wraps its mind around these three principles.

Imagination is the leader’s genius for the company. As Webber dutifully points out, corporate imagination by some standards is simply playing it safe. Imagination comes to fruition when ideas emerge from the conceptual and become real products and services. Until a leader is willing to take the necessary risks to make it happen it is grossly unfair to repackage old ideas and call it innovation.

Imagination that translates into new products or services involves risk. The risk is calculated by demand, market analysis, and a leader who is willing to back the product and team who puts it forward. Jim Rohn said, “If you are not willing to risk the unusual, you will have to settle for the ordinary.” And sadly this is where some companies find themselves today. But a smart leader with an imaginative team can make great things happen.

Innovation is the leader’s standard for the company. Steve Jobs said, “Innovation distinguishes between a leader and a follower.” Innovative leaders understand that if they want to capture the imagination of the world as Tom Peters challenges, it must always be vigilant, learning, and aware of his competitive culture.

Good Housekeeping recently revealed its 2010 Second Annual VIP (Very Innovative Products) Awards. The Hall of Fame Award was presented to Proctor and Gamble for the Swiffer Sweeper. In polling by Proctor and Gamble this product ranked first by its readers. “This product came out on top- and we’re not surprised,” said Good Housekeeping, adding, “It truly changed the way we clean…how did we live without it?”

Innovative leaders don’t just claim innovation, they deliver it. In a few short years Proctor and Gamble revolutionized household cleaning by replacing the mop and bucket with a highly efficient and affordable product that has become the standard by which other products are measured. Innovative leaders raise the bar for excellence.

Intuition is a leader’s safeguard for the company. In every organization there has to be a filtering process by which ideas green-lighted or tabled. A wise leader surrounded by capable advisors can make the difference between an idea whose time has come and those that need more work.

New ideas and timing are a matter of intuition that comes from leaders who understand that the right product introduced at the wrong time can cause more harm than good. Intuition is the needed emotional intelligence your company needs during times when your next decision is not made in your head but in your heart.

Before you can capture the imagination of the world, you first must define what captures your imagination. Your imagination, innovation, and intuition will set you on a course discovering it, creating it, and defending it. Dream on.


© 2010 Doug Dickerson

The DNA of Opportunity

An optimist sees an opportunity in every calamity; a pessimist sees a calamity in every opportunity.
- Winston Churchill

I enjoyed reading a story from Bits & Pieces about an energetic young man who began as a clerk in a hardware store. Like many old-time hardware stores, the inventory included thousands 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 and 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 his old boss lamented, “As near as I can figure, every word I used in turning Woolworth down has cost me about a million dollars!”

Albert Einstein said, “In the middle of difficulty lies opportunity.” Woolworth demonstrated what every wise leader knows; not every opportunity will be handed to you and if you are going to succeed you have to take risks. Opportunity is seized when you understand its DNA or what I call the 3 R’s of Opportunity.

The first opportunity is to reinvent your purpose. Woolworth did not try to reinvent new uses for the old inventory. He cleaned it out to make way for new products. The novelty of the sale is what brought in the customers, not the outdated products. Often times it is not outdated ideas that hold organizations back but a lack of forward-thinking leaders who don’t know what to do with them.

Learning to adapt in changing times is critical to the survival of your organization. Woolworth made an opportunity where one did not exist in the understanding of his boss. It was a bold move that paid great dividends. In these changing times are you capable of making the necessary changes to ensure that your purpose going forward will be preserved?

The second opportunity is to rethink your strategy. Had Woolworth listened to his boss we would likely know nothing about him or the F.W. Woolworth stores. Woolworth’s idea may have been gutsy in its time, but nonetheless was a creative risk that paid off.

Uncertain of its potential success, Woolworth’s boss shot down the idea for how to move the store forward. Rather than quit, Woolworth launched out on his own and was quite successful. Og Mandino said, “Obstacles are necessary for success because in selling, as in all careers of importance, victory comes only after many struggles and countless defeats. Each rebuff is an opportunity to move forward; turn away from them, avoid them, and you throw away your future.” Your strategy for success will emerge as you drown out the voices of those who say it can’t be done.

The final opportunity is to reclaim your future. Woolworth’s future was not hindered by a near-sighted leader. Instead he was emboldened to move forward despite the pessimistic forecast. And this is the essence of what you must choose as you look at the opportunities before you. Who are you going to listen to and how are you going to respond?

Jim Rohn said, “Let others lead small lives, but not you. Let others argue over small things, but not you. Let others cry over small hurts, but not you. Let others leave their fortune in someone else’s hands, but not you.” Are you prepared to embrace the opportunities that destiny has chosen for you? It is time to reinvent your purpose, rethink your strategy, and reclaim your future. The opportunity is yours; the time is now.


© 2010 Doug Dickerson

The Power of Impact Leaders; How Little Things Make a Big Difference

It’s the little details that are vital. Little things make big things happen.
- John Wooden

I recently came across a story by Robert McGarvey about former NBA coach Pat Riley. He shares that when Riley coached the Los Angeles Lakers from 1982 to 1990, the team won four NBA Championships. In taking over the New York Knicks in 1991, Riley inherited a team with a losing record. But the Knicks seemed able to play above their abilities and even gave the eventual champions, the Chicago Bulls, their hardest competition in the playoffs.

McGarvey writes that Riley attributed his success to paying attention to detail. For example, every NBA team studies videotape and compiles statistics to evaluate players’ game and performances. But Riley’s use of these tools is more comprehensive than that of his rivals. “We measure areas of performance that are often ignored: jumping in pursuit of every rebound even if you don’t get it, swatting at every pass, diving for loose balls, letting someone smash into you in order to draw a foul,” says Riley.

After each game, the “effort” statistics are punched into a computer. “Effort,” Riley explains, “is what ultimately separates journeyman players from impact players. Knowing how well a player executes all these little things is the key to unlocking career best performances.”

Like Coach Riley, impact leaders understand that it is by attention to the little details that you and your team go from journeymen to impact players. A Persian Proverb says, “Do little things now; so shall big things come to thee by and by asking to be done.” Great things await the leader who prevails in overcoming the small things. Here are three details that impact leaders perfect to become the best and move the organization forward.

Impact leaders communicate vision. George Bernard Shaw said, “The single biggest problem in communication is the illusion that it has taken place.” Impact leaders will not leave to chance that the vision of the company has been clearly communicated and that everyone is on board with its execution.

The implementation of the corporate vision is completed by team members who have the trust and confidence of their leader. John Kotter said, “People are more inclined to be drawn in if their leader has a compelling vision. Great leaders help people get in touch with their own aspirations and then will help them forge those aspirations into a personal vision.” And this is the secret of impact leaders who communicate vision.

Impact leaders create a culture of growth. When a culture of growth is encouraged within your organization it unleashes the creative talent your team members bring to the table. John Maxwell said, “No matter what level you’re on, leadership skills are needed at that level. Each new level requires a higher degree of skill. Your best chance of making it into the next level of “league play” is to grow on the current level so that you will be able to go to the next level.”

When impact leaders provide opportunities for personal growth within the organization it is laying the foundation for the whole team to shine. Billy Hornsby said, “It’s okay to let those you lead outshine you, for if they shine brightly enough they will reflect positively on you.” Organizational growth is achieved when the personal growth of the team becomes a priority.

Impact leaders are relationship builders. An antiquated leadership style would suggest a more fragmented practice and understanding of the power of relationships. In this structure team members are viewed suspiciously, the flow of information is selective, and trust is a far-fetched reality.

Mark Sanborn writes, “Everyday we interact with dozens of people. Often those interactions are fleeting and unmemorable. Freds, however, don’t use people as a means to an end; they use relationships to build a foundation for success. They understand that all outcomes are created by and through interactions with others. So they become students of social psychology. They understand that strong relationships create loyalty and are the basis of partnerships and teamwork.”

Impact leaders are committed to communicating vision, creating a culture of growth, and are relationship builders. As impact leaders focus on these details they create an environment in which the organization can prosper. Are you paying attention to the little details?


© 2010 Doug Dickerson

Are You a Redemptive Leader?

Life’s greatest happiness is to be convinced we are loved.
- Victor Hugo, Les Miserables

During my last visit to London a few years back, I had the wonderful opportunity to take my wife to West End to see the musical Les Misérables based on the novel by Victor Hugo. It was a magnificent performance and one of the highlights of the trip.

Les Miserables is one of the classics that never fails to inspire and reminds us of the power of redemption. Jean Valjean is the main character who spent years in prison for stealing bread for his sister and her family. After his release from prison he is required to carry a special passport that identifies him as an ex-convict. Forced to sleep on the streets, Valjean grows increasingly despondent.

Valjean is taken in by the charitable Bishop Myriel. During the night, Valjean steals the Bishop’s silverware and flees. Soon Valjean is caught but instead of identifying Valjean as the thief, Bishop Myriel claims that the silverware was actually a gift. Bishop Myriel gives him the candlesticks and ridicules him in front of the police for leaving behind the most expensive pieces. Bishop Myriel reminds Valjean of the promise he made to use the silver to make an honest man of himself.

John Wooden said, “If you’re not making mistakes, then you’re not doing anything. I’m positive that a doer makes mistakes.” And this is the essence and practice of leadership. Along the way, you will make mistakes and so will your team. And if we are certain that mistakes are going to be made then we must take into account acts of redemption. Here are three questions to ask when dealing with mistakes and how to effectively harness your redemptive leadership skills.

What can we learn? When mistakes are made; be it from poor communication, poor judgment, or another break down in the system, it is important to understand why. Our initial reaction typically is to assign blame, but that is secondary. Redemptive leadership is exhibited when discovering what went wrong is understood and everyone in the company learns from the experience.

As an act of redemptive leadership, an insight by Norman Vincent Peale is a gem for all leaders. Peale said, “We’ve all heard that we have to learn from our mistakes, but I think it’s more important to learn from our successes. If you learn only from your mistakes, you are inclined to learn only errors.” Leadership is a learning process. Successes and mistakes are included in the mix. At the end of the day it is not so much about who made the mistake but what was learned.

What can we teach? Jim Rohn said, “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.” In failure or success, a redemptive leader seizes upon teachable moments to elevate his team to a new level.


Leaders do not always choose the lessons they teach. In a perfect world everyone communicates well, mistakes are seldom made, customers are always happy, and the bottom line is always strong. Elbert Hubb`rd said, “The teacher is the one who gets the most out of the lessons, and the true teacher is the learner.” Your capacity to teach others is found in your ability to learn and to apply lessons from the totality of your experiences.

What can we change? This is one of the great challenges of leadership. The ability to adapt and change will determine the future of your company. C.S. Lewis wittingly surmised the situation for leaders when he said, “It may be hard for an egg to turn into a bird: it would be a jolly sight harder for it to learn to fly while remaining an egg. We are like eggs at present. And you cannot go on indefinitely being an ordinary, decent egg. We must be hatched or go bad.” In practicality, we must not only identify what needs to change but have the courage to act.

And this is the challenge of redemptive leadership. If you do not learn from your mistakes, if teachable moments go unheeded, change will not occur. You and your company will perpetuate a climate of what could have been in place of what could be.

Successful leaders and productive companies understand the power of redemptive leadership and the importance of what can be learned, what can be taught, and what needs to change. Are you a redemptive leader?


© 2010 Doug Dickerson

How Safe Are Your Assumptions?

You must stick to your convictions, but be ready to abandon your assumptions.
- Denis Waitley

A story I read not long ago told of how for centuries people believed that Aristotle was right when he said that the heavier an object, the faster it would fall to earth. Aristotle was regarded as the greatest thinker of all time, and surely he would not be wrong.

Anyone, of course, could have taken two objects, one heavy and one light, and dropped them from a great height to see whether or not the heavier object landed first. But no one did until nearly 2,000 years after Aristotle’s death.

In 1589 Galileo summoned learned professors to the base of the Leaning Tower of Pisa. Then he went to the top and pushed off a ten-pound and a one-pound weight. Both landed at the same instant. The power of belief was so strong, however, that the professors denied their eyesight. They continued to believe Aristotle was right.

While it is easy to find that illustration amusing, it should serve as a reminder for leaders that we must be careful about the assumptions we make as we lead our organizations. The most dangerous thing a leader can do is to assume that the way the company has operated the past twenty years will be good enough for the next twenty, or that morale is good because no one tells you otherwise, or that your leadership is still effective.

There is an old adage about making assumptions and what the end result is. A wise leader will call old assumptions into question and evaluate where he is and whether he is on the right track in moving forward. To help you understand where you are and if old assumptions are holding you back, ponder these three questions.

Are your assumptions based on old facts or new realities? In Aristotle’s day, his pronouncement that the heavier object would fall to earth faster became a settled belief. It was faulty in its facts but nonetheless perceived to be true.

Companies that rely on outdated facts and methods of operation are limited to the potential of those facts. As new realities emerge, outdated facts will only serve to choke out the life and potential of the company. The faulty assumption is that you cannot adapt to the present without somehow disrespecting the past. I strongly disavow that notion and warn leaders not to fall prey to that false assumption. You can embrace new realities while preserving your principles.

Is your future as a leader hindered by old assumptions? Aristotle was regarded as the greatest thinker of his day and to challenge his wisdom would be an unspeakable offense. So the people of his day did what many do now-- they adopted the philosophy of “go along to get along”. In doing so, otherwise nice people ignorantly went along with the conventional wisdom of the day.

John Agno said, “Leaders are born with an innate talent to question conventional wisdom.’ And this is a necessary endeavor if your company is going to survive. Aristotle’s fallacy became a settled fact. It was left unchecked for nearly 2,000 years until someone dared to think differently. Until old assumptions are challenged can you honestly say you have reached your full potential? Don’t hold yourself or your company back by living in the past.

Can you handle the truth? When Aristotle’s long held belief was put to the test and proven wrong by Galileo in 1589, the assembled group of professors refused to believe what they saw. They held on to the old assumption in spite of the evidence. Old assumptions die hard.

Writing in his book, Rules of Thumb, Alan M. Webber says, “Old lines are blurring and blending. And solutions are becoming more creative, innovative, and effective. What happens when old categories no longer fit reality? You can keep trying to cram new realities into old categories. Or you can invent new categories that fit new realities. One path leads to irrelevance. The other leads to innovation.” And this new reality places you at the crossroads.

How safe are your assumptions? As you embrace new realities, be prepared to move forward with renewed innovation and opportunity.


© 2010 Doug Dickerson