Leading Ladies in Leadership

ESPN’s Graham Hays wrote a story about a women’s softball game between two conference opponents back in 2008. The game was played between Western Oregon and Central Washington. Western Oregon won the game 4-2. Both schools compete as Division II softball programs in the Great Northwest Athletic Conference. At first glance, this may sound like a routine game. The events that transpired that day were truly amazing.

Western Oregon senior Sara Tucholsky had never hit a homerun in her career. Tucholsky came to the plate in the top of the second inning of the second game with two runners on base. A part-time starter throughout her four years, she was the unsung player at the plate about to crush the ball over the center field fence for the first home run of her career.

Filled with emotion as she began rounding of the bases, Tucholsky missed the tag at first, reversed direction to tag the base, and then it happened. Her right knee gave out. Lying in agony from a torn ACL, Tucholsky tried to reach the bag.

Confusion about the rules temporarily left the outcome of her hit in doubt. Unable to continue under her own strength, would a substitute runner nullify the home run? Moments before making the decision to bring in a substitution, the unexpected happened.

Central Washington senior Mallory Holtman, the team’s home run leader, asked the officials if they could carry her around the bases. Holtman and shortstop Liz Wallace lifted Tucholsky off the ground and supported her weight between them as they carried her around the bases. They stopped at each base until they carried her across home plate into the waiting arms of her teammates.

As they crossed home plate, the crowd stood and cheered their incredible display of sportsmanship. Holtman and Wallace returned to the field and tried to win the game, but that play decidedly was the most memorable one of the game.

Leadership exploits show up in unexpected ways and are demonstrated by unsung heroes. The selfless acts of leadership exhibited that day give hope as we look at the leaders of tomorrow. Here are three reasons to be optimistic.

Leaders step up at the right time. The young ladies that carried Tucholsky around the bases had every reason not to do it. But they realized at the end of the day it was not about winning or losing a ball game, what they did was a random act of kindness.

The right time to step up is not necessarily dictated by circumstances, or when it is time to close a deal, or when a championship is on the line. Characters high calling to humility can be demonstrated in board rooms and on ball fields at any given time.

Leaders step up at the right place. The sportsmanship of Holtman and Wallace was remarkable. Everything that the team had worked so hard to achieve was on the line. Without prompting or coercion these ladies placed the team in a position that ultimately cost them the game, but set them apart as true leaders.

My belief is that the underlying principles of leadership were already in tact with these young ladies. A leader understands that her time to step up may come when least expected. Holtman and Wallace were in the right place at the right time and allowed their leadership to shine.

Leaders step up for the right reasons. Leadership is about seizing opportunities when presented. Tucholsky had never hit a home run in her career. Holtman held her school’s record for them. They could not have been further apart in terms of their respective abilities. Holtman knew what this home run would mean to her and thus offered to carry her around the bases. In leadership, being right is not as important as doing the right thing.

Western Oregon coach Pam Knox put the game in perspective saying, “It was such a lesson we all learned—that it is not all about winning. And we forget that, because as coaches, we are always trying to get to the top. We forget that. But I will never, ever forget this moment. It has changed me, and I am sure it has changed my players.”

The Western Oregon women’s softball team teaches us that whether in business, sports, or life in general, to get ahead you sometimes have to give up, and a greater victory comes when you give someone else a lift.


© 2009 Doug Dickerson

Support Pillars and Optical Illusions

Nino Lo Bello writes in European Detours about Sir Christopher Wren and his design of Windsor Town Hall near London. Built in 1689, the ceiling was supported by pillars. After city fathers had inspected the finished building, they decided the ceiling would not stay up and ordered Wren to put in some more pillars.

England’s greatest architect did not think the ceiling needed any more support, so he pulled a fast one. He added four pillars that did not do anything – they did not even reach the ceiling. The optical illusion fooled municipal authorities, and today the four sham pillars amuse many tourists.

Within every organization is a need for pillars – they are the go-to people who are steadfast and committed to success. These pillars are grounded in the qualities that inspire confidence and shape an in-house culture of excellence.

Support pillars are not hard to spot. Their qualities are indispensable, transferable, and attainable. Develop these leadership qualities within your organization and you will have a firm foundation.

Pillars rise to the top. A pillar not only represents the foundation of a building or organization, but symbolically represents its potential. Pillars in your organization rise to the top because they have paid the price with respect to hard work, reputation building, and trust. Pillars on a building are placed there by the builder. Pillars in the organization grow there over time.

Pillars give support to others. Structurally, pillars provide cover and keep things in place. Organizationally, the principle works the same. Pillars give support to those around them in order for others to thrive and succeed.

The residual effect of a pillar is in how his support is reciprocated. Leadership expert John Maxwell said, “If you continually help others, then others will eventually want to help you. Just remember: It’s not how heavy the load is. It’s how you carry it.”

Pillars stand the test of time. By design, pillars are placed strategically to fortify a structure. Come what may, pillars are the anchors of your organization. In like manner, leadership pillars have stood the test of time, gained wisdom that is acquired through experience, and offer the maturity needed to mentor future pillars.

C.S. Lewis said, “What I like about experience is that it is such an honest thing. You may take any number of wrong turnings; but keep your eyes open and you will not be allowed to go very far before the warning signs appear.” The pillars of your organization are the guardians of the warning signs; tested, experienced, trustworthy, and grounded.

In as much as there is a need for pillars within each organization, one must not turn a blind eye to the presence of illusions either. In a rather creative way, Wren fooled the municipal authorities of his day by adding what appeared to be additional pillars to the building. It looked the part but it did not play the part.

In your organization optical illusions look and sound like team members, but at the end of the day, they are only in it for themselves. Distinguishing pillars from illusions is made easier due to the last characteristic. This last characteristic runs contrary to the illusion masqueraded by the pretender.

Pillars cast a big shadow. Pillars understand that their rise to the top is only successful as they raise others up to the same stature. A strong team is built not by a handful of pillars but by a cast of them. Rather than rely of the strength of a small number of pillars, the team thrives because of a host of them.

Pillars encourage team members to perform at optimum levels. Mark Sanborn said, “Remarkable performers see in others what they have discovered in themselves-the ability to reach unexplored and unanticipated levels of performance. They inspire others through their own performances, instruct others through their own teaching, and help others improve through their encouragement.”

Be encouraged to rise to your full potential, support others along the way, stand the test of time, and cast a big shadow. As you do, you will stand among the pillars.



© 2009 Doug Dickerson

The Power of Simplicity

The story is told of a man flying in a hot air balloon who realizes he is lost. He reduces height and spots a man down below. He lowers the balloon and shouts, “Excuse me, can you tell me where I am?” The man below says, “Yes, you are in a hot air balloon, hovering 30 feet above this field.”

“You must work in information technology,” says the balloonist. “I do,” replies the man. “How did you know?’ “Well,” says the balloonist, “everything you have told me is technically correct, but it is of no use to anyone.”

The man below says, “You must work in management.” “I do” replies the balloonist, “but how did you know?” “Well, says the man, “you don’t know where you are, or where you are going, but you expect me to be able to help you. You are in the same position you were before we met, but now it’s my fault.”

Ever had one of those encounters? At some point we all have. Often, our expectations are fueled by our perceptions. Perceptions can be deceptive, and while expectations need to be high, they also must be realistic.

In his book, Rules of Thumb, Alan M. Webber shares some practical wisdom about the roles of leadership. “The problem today,” says Webber,” is too much information sharing and not enough sense making: too many messages, too many meetings, too many e-mails, too many change programs, too many changes in direction. The problem only gets worse when the stakes go up-when a company is facing a crisis, when it’s up against an innovative competitor and the old ways won’t work. That’s when too many leaders give in to the temptation to ramp up the volume an amp up the adrenaline. The result: an already overtaxed system collapses from overload.”

I neither want to overstate nor understate the idea here, but a fresh look at simplicity may be in order. Albert Einstein said, “Everything should be made as simple as possible, but not one bit simpler.” If your organization is on the brink of collapse due to “one more meeting” for the sake of a meeting, or one more organizational makeover, then take these ideas into consideration.

Simplify your mission. Simplicity of mission is not dumbing- down the mission, nor does it equate to less work. It means working with a smarter understanding of the mission and how to achieve its stated purpose.

Simplifying the mission is about people in your organizational structure being able to connect the dots because leadership made sure they saw the big picture and knew where the ship was headed. To this end; meetings, when called, should be intentional and with a purpose, people should be empowered and trusted, common sense should prevail.

Simplify communication. Survey most people within any organization and one of the top frustrations is that of communication. Over the years, I have seen up close how morale is sacrificed at the expense of clear, open, and relevant communication. When key personnel are kept in the dark, when office politics stifle ideas, the consequences can be costly. As Peter Drucker said, “The most important thing in communication is to hear what isn’t being said.”

If communication is to make sense and be simple, the following should be examined carefully: the methods, the intended audience, the desired outcome, and the frequency. If one of these methods is out of balance; there is potential for problems down the line. Communication is the life blood of your organization. If you don’t communicate well internally don’t expect communication to go well externally.

Is your organization about to buckle under from the weight of too much information and not enough sense making? Perhaps it is time as Henry David Thoreau said to, “Go confidently in the direction of your dreams! Live the life you have imagined. As you simplify your life, the laws of the universe will be simpler.”

Keep it simple.



© 2009 Doug Dickerson

Who's Got Your Back?

It’s an amazing story that perhaps you have heard. I read it again recently in a story by Rick Reilly for Sports Illustrated. The Father-son duo of Rick and Dick Hoyt are an amazing team. Together they have competed in marathons and triathlons. They have competed together and finished hundreds of races together. Each time they cross the finish line they do so at the same time- every time.

What you may not be aware of is that Rick is disabled. In each marathon they compete in, Dick is pushing his son in a wheelchair the entire 26.2 miles. Not only has he pushed him 26.2 miles in a wheelchair, but has towed him 2.4 miles in a dinghy while swimming, and pedaled him 112 miles in a seat on the handlebars- all in the same day.

Rick was strangled by the umbilical cord during birth, leaving him brain-damaged and unable to control his limbs. The doctors told them that he would be a vegetable the rest of his life, but he Hoyt’s weren’t buying it. Now together, they have competed in more than two hundred triathlons, and four 15-hour Ironmans in Hawaii.

The incredible story of Rick and Dick Hoyt is truly an inspiration and one with obvious leadership ramifications. What the Hoyt family has endured and overcome tends to put a new twist on the perceived problems we think we have. By looking at the Hoyt’s as an example of a team that never quits, I believe these simple truths can help us. Watch the video: http://www.youtube.com/watch?v=flRvsO8m_KI

The simple truth- experts can be wrong. Peter Ustinov once said, “If the world should blow itself up, the last audible voice would be that of an expert saying it can’t be done.” When the Hoyt’s were given the grim news that their son would be a vegetable the rest of his life, they challenged that assumption. Despite being told that there was nothing going on in Rick’s brain, the reality was quite different.

The Hoyt’s are but one example of what you are being told everyday by experts on the economy and business. Everyday someone is giving a forecast that, if not challenged, will stifle your adventurous spirit to grow your business, hire that new employee, and buck the trends. The Hoyt’s didn’t buy the negative report, and neither should you. I am not suggesting you throw caution to the wind and not exercise due diligence, but sometimes when your head says “no”, you have to listen to your heart.

The simple truth- what appears to be a disability to one is a marathon to another. Rigged with a computer that allowed him to control the cursor by touching a switch with the side of his head, Rick was finally able to communicate. First words? “Go Bruins!” And after a high school classmate was paralyzed in an accident and the school organized a charity run for him, Rick pecked out, “Dad, I want to do that.” Although the initial training was difficult, Dick got in shape and the marathons began.

“Opportunity is missed by most people,” Thomas Edison said, “because it is dressed in overalls and looks like work.” Dick Hoyt had to train like never before to get ready for the marathons. Dick’s devotion to his son was worth the sacrifice in order for Rick’s dream to become a reality. When you embrace your challenges as opportunities it’s then you discover the power of possibilities you never knew existed. Don’t miss the opportunities before you because you missed this simple truth; your marathon awaits you.

The simple truth is – you can go farther than you ever imagined when someone has your back. During a race a few years back, Dick had a mild heart attack. “If you had not been in such great shape,” a doctor told him,”you probably would have died 15 years ago.” As it turns out, Dick and Rick saved each other’s life.

Babe Ruth said, “The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.” When you commit to your team, share common values and goals, and have each other’s backs, you can go the distance. Despite obstacles along the way, each challenge is overcome when each member gives their all.

Whose back do you have?


© 2009 Doug Dickerson

Industrial Strength Leadership

The industrial revolution was a transformational time in American history. Without question, the technologies of the twenty first century have dramatically improved upon the inventions that the seventeenth and eighteenth centuries gave us.

Can you imagine the look on the face of Alexander Graham Bell if he were to hold an i-phone today? Imagine the Wright brothers flying first class on a Boeing 777? I can only imagine what Samuel F.B. Morse would think of the internet, email, and instant messaging.

Henry Ford is an example of perseverance during the industrial age. Although he faced numerous setbacks in his career, he forged ahead with the vision of car that would revolutionize transportation. He raised $28,000 in capital from friends and family, and on June 16, 1903, the Ford Motor Company was born. Ford began producing the Model A, an eight-horsepower two-cylinder automobile. In the first year 1,708 cars were rolled out.

The early industrialists possessed a leadership quality that revolutionized America and the world. We owe much to their creative spirit and in our age of challenges and ever-advancing knowledge, we can still learn from them.

The industrial leaders teach us the marvel of inspiration. Henry Ford said, “One of the greatest discoveries man makes, one of his great surprises, is to find he can do what he was afraid he couldn’t do. Most of the bars we beat against are in ourselves- we put them there, and we can take them down.” Usually the most difficult barriers we overcome are the ones that we impose on ourselves. When unburdened by self-imposed barriers of creativity, dreams can come alive.

Industrial leaders teach us the power of imagination. The imagination of the early industrialists gave us the power of communication, transportation, and productivity. The power of imagination coupled with determination drastically improved the lives of countless millions over the years. George Bernard Shaw had it right when he said, “Imagination is the beginning of creation. You imagine what you desire, you will what you imagine and at last you create what you will.”

Industrial leaders teach us the payoff of tenacity. Before the first Model A rolled off the line, Ford knew what setbacks felt like. All of these men did. Thomas Edison said, “If I find 10,000 ways something doesn’t work, I haven’t failed. I am not discouraged, because every wrong attempt discarded is another step forward.” Failure was no stranger to these men, but it would not break them. We are inspired today because of the tenacity of these men and our lives are richer for it.

Industrial leaders teach us the rewards of risks. Risk was a way of life for the industrial leaders. Their lives are testaments to the power of risk and reward. Setbacks and failure paved the road to their ultimate successes. Without risk though; how long before the automobile, the telephone, the airplane, the first steam engine? “The greater danger for most of us,” said Michelangelo, “is not that our aim is too high and we miss it, but that it is too low and we hit it.” Risk is the down payment today for success tomorrow.

Industrial leadership is a call to lead with innovation that is driven by the power of new dreams, visions, and the wonder of things previously thought impossible. German philosopher and philologist Friedrich Nietzsche wrote in 1881, “I fly in dreams, I know it is my privilege, I do not recall a single situation in dreams when I was unable to fly.”

Nietzsche had dreams of flying while living in Germany twenty-two years prior and a continent away before it became a reality in Kitty Hawk, N.C. in 1903. The dreams of today become the realities of tomorrow when one dares to embrace the challenge and live the dream.

Henry Ford said, “You can do anything if you have enthusiasm. Enthusiasm is the yeast that makes your hopes rise to the stars. With it, there is accomplishment. Without it there are only alibis.”

Unleash your inspiration and imagination to do the impossible. The time is now for a leadership revolution. The time is now to chase your dream.



© 2009 Doug Dickerson

Making Your Mark

One of the highlights of my first trip to England was a tour through the House of Commons in London. My good friend Martin arranged the tour for us. To walk the halls of the House of Commons and take in all of its history was an amazing experience.

The House of Commons is where the members come to debate the issues of the day and where the Prime Minister holds his question and answer sessions which can be quite entertaining.

While taking in the impressive sights our guide pointed out to us marks in the desk where the Prime Minister stands. Those indentations on the desk, he told us, were put there by Winston Churchill. During passionate times of debate, Churchill would pound the table with a closed fist and the indentations were put there by the ring he was wearing.

I have often thought back to my visit to the House of Commons and what the guide pointed out to us that day. As leaders, we too will leave our mark. Like Churchill, we too will carve out a niche that will be characteristic of our leadership. What will your mark be? I believe there are two marks worthy of consideration.

Leave your mark with passion. Shakespeare said, “O that my tongue were in the thunder’s mouth! Then with passion I would shake the world…” A passionate leader shakes his world with conviction and purpose.

In her book, We Shall Not Fail- The Inspiring Leadership of Winston Churchill, Celia Sandys (Churchill’s granddaughter) writes, “Churchill’s immense courage in World War II played such a large and varied role in his leadership that we will touch on it only briefly here. But it’s clear that when Britain had to stand alone Churchill epitomized Britain’s courage and resilience. His inspiring words, energy, his trademark V sign and ever-present cigar all combined to communicate tremendous courage.”

Churchill’s passion as a leader resonated with his country and eventually propelled them to victory. Passion is an ingredient all leaders must posses if they are to succeed. During great moments of passion and persuasion, Churchill left his mark on that desk in the House of Commons. But there was nothing common about it. That passion was a fire in his belly that would never surrender. What is your passion as a leader?

Leave your mark with people. The great philosopher Charlie Brown once said, “I love mankind; it’s people I can’t stand.” While at various times we can all relate to Charlie Brown, to succeed as a leader it takes patience, understanding, and skill.

John Maxwell said, “Don’t ever underestimate the importance of building relational bridges between yourself and the people you lead. There’s an old saying: 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.”

In order to leave your mark with people you have to develop relationships. Positional leadership may be the starting place for many leaders, but in order to grow relationally and professionally you can’t remain there.

Dale Carnegie wisely said, “You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.” A good leader understands that his success is tied to the success of others around him. And with that being true, what wise leader would not care for those around him?

Leaving your mark with people is about praising them in the good times; patience in the down times, forgiving in the hard times, encouraging in depressing times, and above all else as the leader – being there.

Like Churchill, we will all leave a mark by which our leadership will be defined. Let it be said of us that we were passionate about our beliefs and we cared deeply for people.



© 2009 Doug Dickerson

The Power of a Grateful Leader

Last week a milestone took place that was seven decades in the making. Derek Jeter of the New York Yankees broke Lou Gehrig’s hit record with a single to right field. Gehrig’s record for the most hits by a Yankee player stood at 2,721 for a little more than seventy years.

While not a Yankees fan by any stretch, no one can deny that Jeter has rightfully taken his place among Yankee greats. His work ethic and talent makes for a successful combination and without question a team leader.

Yankees owner George Steinbrenner released a statement following the game saying, “For those who say today’s game can’t produce legendary players, I have two words: Derek Jeter. Game in and game out, he just produces. As historic and significant as becoming the Yankees’ all-time hit leader is, the accomplishment is all the more impressive because Derek is one of the finest young men playing the game today. That combination of character and athletic ability is something he shares with the previous record holder, Lou Gehrig.”

Gehrig was struck down in his prime with amyotrophic lateral sclerosis (ALS) which later came to be known as Lou Gehrig’s disease. As a first baseman for the Yankees in the 1920s and 1930s, he was noted for his power hitting. Gehrig averaged 147 RBIs per season. His longevity was remarkable. He played in 2, 130 consecutive games, the longest streak in baseball until Cal Ripken Jr. broke that record in 1995.

Only July 4, 1939 the team sponsored Lou Gehrig Appreciation Day at Yankee stadium. In between games of a double header, Gehrig was honored by his team. His speech that day is what baseball lore is made of. The remarks he made serve to remind us as leaders of what is truly important in life.

He taught us humility through success. Gehrig set many records that stood for decades. Nicknamed “Iron Horse”, Gehrig was the consummate player who worked hard at his craft every game. He set the record for the most grand slams (23), was the first baseball player on the cover of a Wheaties box, and when fans voted for baseball’s All-Century Team, Gehrig was the leading vote getter.

Despite all of those remarkable accomplishments, Gehrig said in his speech, “Fans, for the past two weeks you have been reading about the bad break I got. Yet today I consider myself the luckiest man on the face of the earth. I have been in ballparks for seventeen years and have never received anything but kindness and encouragement from you fans.’

Gehrig was a man of great accomplishment in his career at a level few attain. With class and humility, Gehrig demonstrated why he was respected by his teammates and competitors, and adored by his fans. While achieving greatness he remained true to who he was.

He taught us to be grateful for our friends. “Look at these great men,” he said, “which one of you wouldn’t consider it the highlight of his career just to associate with them for even one day? Sure I am lucky….When the New York Giants, a team you would give your right arm to beat, and vice versa, sends you a gift – that’s something.” Gehrig was a man with many friends who respected him not just as a player but as a person.

Leaders today understand the power and importance of friendships that transcend the boundaries of business and competition. How often do we forget this simple lesson of what is truly important?

He taught us the blessing of family. “When you have a wonderful mother-in-law who takes sides with you in squabbles with her own daughter- that’s something,” he said. He continues, “When you have a wife who has been a tower of strength and shown more courage than you dreamed existed – that’s the finest I know.”

Gehrig’s perspective and priorities not just made him a great ball player, but a great leader. He ended his speech by saying, “So I close in saying that I might have been given a bad break, but I’ve got an awful lot to live for. Thank you.” Gehrig chose to live out his days not bitter for the bad breaks he got, but in grateful appreciation for life’s blessings.

Two years after the speech at Yankee stadium, Gehrig passed away. While he may have lost the battle with his illness, the way in which he lived his life on and off the field will continue to inspire. Congratulations to Derek Jeter – those were big shoes to fill.


© 2009 Doug Dickerson