McChrystal and the Struggles of Leadership

Affirmation from others is fickle and fleeting. If you want to make an impact during your lifetime, you have to trade the praise you could receive from others for the things of value that you can accomplish. You can’t be ‘one of the boys’ and follow your destiny at the same time.
-John Maxwell

Since the recent dustup over the resignation and replacement of General Stanley McChrystal, I ventured out to the local bookstore to pick up the current issue of Rolling Stone magazine to read for myself the story that took down a top general in war time and what possible lessons can be learned.

I am not a political pundit, but I am an observer of current events, and a student of history and leaders. The insights Michael Hastings offered into the life of McChrystal and his inner circle were compelling and in the big picture showcase a set of struggles that all leaders at some time or another must come to grips with.

Whether navigating the waters of leadership on the battle fields of Afghanistan or your business on Main Street, the leadership challenges you face will either strengthen you or handicap you moving forward. What are those struggles and how should they be addressed?

First - the struggle for your principles and the challenge of superiors. For a General with the temperament of McChrystal, bureaucracy and politics are hurdles to accomplishment. “The son of a general, McChrystal was also a ringleader of the campus dissidents,” writes Hasting, adding, “a dual role that taught him how to thrive in a rigid, top-down environment while thumbing his nose at authority every chance he got.”

For some leaders, there is a fine line between loyalty to those in the command above you and remaining true to self in the process. As a leader, this need not be an either-or proposition. Edwin R. Murrow said, “We must not confuse dissent with disloyalty. When the loyal opposition dies, I think the soul of America dies with it.” Being true to self is the ultimate display of loyalty to those above you.

Second – the struggle for your strategy and vision and the challenge for temperance. Hastings writes of McChrystal, “Growing up as a military brat, McChrystal exhibited the mixture of brilliance and cockiness that would follow him throughout his career.” It is a struggle many leaders face and find difficult to master. Articulating a vision and plan for the future direction of your organization might make sense to you, but winning the hearts and minds of others may take a while.

A Dutch Proverb says, “A handful of patience is worth more than a bushel of brains.” When executing the vision for your company or personnel, a leader too far ahead of the team runs the risk of walking alone. A wise leader will patiently lead them and bring the entire team to victory.

Finally –the struggle of your team and the challenge for authority. When McChrystal was challenged by the men who disagreed with his rules of engagement, Hastings writes that McChrystal told them, “Strength is leading when you just don’t want to lead, you’re leading by example. That’s what we do. Particularly when it’s really, really hard, and it hurts inside.”

Leaders understand that change is never easy and that it is a slow moving ship. Rather than scold the men for their line of questioning or concern, McChrystal confronted it head-on. A confident leader welcomes input, listens to concerns, and provides what he believes are the best options for success.

Leadership is full of rewards and struggles; it comes with the territory. I do not believe that McChrystal’s resignation, while a blemish on his record, should diminish his otherwise patriotic service and devotion to his country.

Important to understand is what Warren Bennis meant when he said, “Good leaders make people feel that they’re at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.”

The leadership struggles you face today are making you the leader you are destined to become tomorrow. Don’t shy from the struggle, instead embrace it, and in doing so, you are a step closer to success.


© 2010 Doug Dickerson

Perfection Denied: Lessons from the Diamond

The thing that is really hard, and really amazing, is giving up on being perfect and beginning the work of becoming yourself.
-Ann Quindlen

Armando Galarraga had never pitched a perfect game in his major league baseball career. But on June 2, in a game against the Cleveland Indians, he was one out away from that distinction.

At bat for the Cleveland Indians was Jason Donald who hit a grounder between first and second base. First baseman Miguel Cabrera fielded the ball and threw it to Galarraga to make the tag at first.

Standing down the first base line was veteran umpire Jim Joyce. With more than twenty years experience, Joyce has made thousands of such calls in his career. He is respected as one of the best officials in the game as voted by 100 players in a poll conducted by ESPN magazine. But what happened next was a mistake of historic proportions.

As the ball entered Galarraga’s glove and Donald’s foot subsequently tagged the base, the call would certainly earn Galarraga the biggest game of his career and his shot at baseball glory. But it was not meant to be. Joyce called Donald safe.

Despite a furious appeal by Coach Jim Leyland and others, Joyce defended his call despite instant replay evidence to the contrary. Detroit went on the win the game 3-0 in spite of the controversy.

Whether in the board room or on the ball field, leadership is essential for the way in which your team performs and for lessons that are far more important. Here are a few observations worth noting.

Always give your best. Your best day can be someone else’s worst. On a professional level, Galarraga was enjoying the best day of his career. Just one out separated him from baseball history. For Joyce, a seasoned professional, it would be the darkest day of his career.

Giving your best is a discipline of all leaders. Whether you are winning the game or not, your best efforts are non-negotiable. But what we learn from this game is how suddenly ones fortunes can change. Your response during good times is predictable, but the true test of leadership is your response during the bad.

As we will later observe, both men would rise to the occasion in which their behavior off the field would be more impressive than their actions on the field. Bringing out the best in ourselves and in others may not come in ways of our choosing, but they will make us better if we act with character.

Be willing to be wrong. After the game, Joyce asked to see the video replay of the call. What he would see in the replay is what millions had already observed. He got it wrong. Appalled by his mistake, Joyce sought out Galarraga to apologize. Galarraga said, “He probably feels more bad than me. Nobody is perfect. I give a lot of credit to that guy. He apologized. He feels really bad. What am I gonna do? His eyes were watering and he didn’t have to say much. His body language said a lot.”

Even seasoned leaders get it wrong. As opposed to an attitude of arrogance and pride, a leader must be willing to admit mistakes and learn from them. Joyce teaches us that humility and confession are good for the soul. The outpouring of support that followed his apology endeared him to both fans and players alike and it will do the same for you.

Be quick to forgive. After reviewing the video a tearful Joyce said, “I just cost that kid a perfect game. I thought he beat the throw. I was convinced he beat the throw until I saw the replay.” Joyce was distraught. Galarraga was denied.

Gandhi said, “The weak can never forgive. Forgiveness is the attribute of the strong.” An attribute of the strong is also to forgive others which gives strength and courage to come back for another day.

After Joyce’s apology, Galarraga said, “You don’t see an umpire tell you that after a game. I gave him a hug.” Both are to be commended for being stand-up men whose actions demonstrate integrity in leadership and remind us of lessons that transcend the game. It just goes to show you that you don’t have to be perfect to be your best.


© 2010 Doug Dickerson

Creating a Culture of Inclusion

To succeed as a team is to hold all of the members accountable for their expertise.
- Mitchell Caplan

After considerable pressure brought to bear, President Barack Obama is slated to meet this week with BP executives at the White House. The topic at hand of course is how to deal with the oil crisis in the Gulf. As that crisis lingers on, it is imperative that all key leaders get together to work on solutions.

Many an executive have faced challenges in which strong leadership is required to chart the right course and bring stability to the organization. Essential to the success of any leader is one who is secure enough to seat people at the table, even those with opposing views, in order to move forward and get things done.

The concepts of creating a culture of inclusion are nothing new. In fact, the concepts, at least in theory, are quite simple. The execution of these concepts builds trust, boosts morale, and fosters good will. Your commitment to being an inclusive leader begins when you apply these simple principles.

Welcome dialogue. Any leader worth his salt wants honest, straight-forward information that will enable him to make well-informed decisions. During times of crisis, for example, many leaders take on a defensive posture that is inherently counter productive. When a leader assumes this posture within his organization, he creates barriers that not only hinders dialogue but discourages it.

Nitin Nohria said, “Communication is the real work of leadership.” This is especially true when seated at the table are those who disagree with you. Yet this is precisely the time in which your leadership mettle is earned. Ghandi said, “Honest differences are often a healthy sign of progress.” Never underestimate the power of open dialogue, no matter how contentious. Dialogue is the lifeblood of your organization.

Develop a plan of action. The purpose of creating a culture of inclusion is to turn ideas and dialogue into action. Simply put, inclusion is not a formality. There is a time for dialogue and then there is a time to act. The best minds and ideas help formulate the right strategy to get things done. As Shakespeare said, “Strong reasons make strong actions.”

Action plans chart the course for inclusive leaders who understand the value of team participation. Churchill said, “However beautiful the strategy, you should occasionally look at the results.” That is why your action plan should have measurable results, attainable expectations, with people who are accountable.

Open communication. A culture of inclusion rises and falls on the quality of communication. To this end, the filters that typically guard the flow of information up and down the lines of authority must be streamlined. Regardless of how good the information is at the ground level, it means nothing if it never makes its way to the top.

The inclusive leader understands the importance of quality communication and makes it a personal priority. Bertolt Brecht said, “Society cannot share a common communication system so long as it is split into warring factions.’ This is especially true in the culture of your organization. If warring factions exist within your organization it is imperative to bring unity. An inclusive leader takes responsibility for open communication and creates the environment for it to exist.

What obstacles do you face in creating a culture of inclusion within your organization? Do you welcome dialogue? Are you a decision maker? Do you take responsibility for the communication within your organization? As you develop these core principles you will soon be at ease with the way in which your leadership is received.

When you make a concerted effort to be an inclusive leader your team will respond, your stock will rise, and your organization will be better for it. Creating a culture of inclusion is the best way to move your organization forward.



© 2010 Doug Dickerson

The Wizard of Westwood: A Leader for the Ages

Success comes from knowing that you did your best to become the best that you are capable of becoming.
- John Wooden

Few in the arena of sports and leadership have had such a lasting impact on and off the court than legendary basketball coach John Wooden. At the age of 99, just four months shy of his 100th birthday, John Wooden has passed away.

Wooden’s record at UCLA is that of legend. During his tenure, the Bruins amassed an amazing 88-game win streak from 1964 to 1975. His team went undefeated for four seasons and won 10 national championships. Simply put, Wooden was in a league of his own and he did it with hard work, grace, and dignity that endeared him to his players and opponents alike.

One of the standout players from the Wooden era is Bill Walton. Writing in the introduction to Wooden’s book, Wooden- A Lifetime of Observations On and Off the Court, he gives insight into what endeared pl`yers and fans alike to this amazing man. From Walton’s insights come leadership lessons that are worth emulating and building in our own lives. Here are a few leadership traits Walton reveals about his coach.

Be the best you can be. Walton writes, “John Wooden taught us to focus on one primary objective: be the best you can be in whatever endeavor you undertake.” Wooden by his own admission was not the best coach out there. But he was relentless in perfecting the fundamentals that ultimately set his teams apart from the rest.

“The skills he taught us on the court,” adds Walton, “teamwork, personal excellence, discipline, dedication, focus, organization, and leadership- are just some of the tools you need in the real world. Coach showed us how these skills are transferable. He wasn’t just teaching us about basketball, he was teaching us about life.”


Wooden believed that if he could impart an attitude of excellence to those young men as basketball players, it would transfer to their personal life in preparation for the real world. What Wooden understood and demanded was not perfection, but to simply be the best you can be- nothing less.

Understand the power of right thinking. Walton writes, “You saw how true he was to doing things right, by thinking right. Coach Wooden was more interested in the process than in the result.” In short, Wooden believed that right thinking was the surest way to overcome any obstacle- on and off the court. The most important thing was the process, not the result.

Wooden’s coaching philosophy was about substance over image, it was about quality not quantity. Walton continues, “He really wanted things done correctly and it started with the way he did things, you wanted to follow him and his example.” What Wooden understood and what he imparted was in order to get the result you desire, begins not with your physical ability but with your mental awareness. He imparted the power of right thinking.

Be true to yourself. Walton writes, “He taught us the values and characteristics that could make us not only good players, but also good people. He taught us to be true to ourselves while also striving to be our best.’ This is perhaps one of the highest compliments a player could bestow upon his coach and mentor.

While phenomenal as a coach, his lasting legacy will be the impact he had on the lives of countless people off the court. His faith taught him to value things far more important than a game, st`ts, and records.

Wooden said, “We who coach have great influence on the lives of all the young men who come under our supervision, and the lives we lead will play an important role in their future. It is essential that we regard this as a sacred trust and set the example that we know is right."

Wooden’s success on the basketball court was secondary to his faith, family, and guiding principles that shaped the lives of so many people. As Wooden said, “True happiness comes from the things that cannot be taken away from you. Making the full effort to do the right thing can never be taken away from you.”

In the arena of sports, Wooden’s legacy will forever be secure. As a leader, he will be sorely missed.



© 2010 Doug Dickerson

The Attitude of Learning Leaders

Much learning does not teach understanding.
-Heraclitus


From Bits & Pieces a few years back is a story about musician Hoagy Carmichael. As the story goes, Hoagy once decided to take up golf. Lessons were arranged with an instructor. At the first session Carmichael was patiently shown the basics of the game: how to hold the club, how to stand, how to swing, etc.

Finally, after a half hour of this, the instructor felt Carmichael was ready to drive a few toward the first hole. The ball was teed up. Hoagy stepped up to it, swung, then watched the ball sail down the fairway, bound onto the green and roll into the cup--a hole in one!

The instructor was dumbfounded. Hoagy flipped the club to a caddy with a jaunty motion, then turned to the still speechless instructor. "OK," he said casually, "I think I've got the idea now."

Legendary basketball coach John Wooden said, “It is what we learn after we know it all that really counts.” Regardless of what level of success you enjoy as a leader, one thing is certain; learning is a life long process. More importantly, the knowledge that got you where you are won’t be enough to keep you there. You must never stop learning.

With vast resources of knowledge now available at our fingertips in the ever-advancing age of technology in which we live, staying ahead of the curve is more critical than ever. The way in which you invest yourself and take responsibility for your learning will make you all the more productive as a leader. Here are a few tips for going forward with an attitude of learning.

Be inspired by your mentors. Simply put, never stop being a student. Your mentors may not necessarily be up-to-speed on the latest technological gadgetry and know-how, but they possess something far greater – experience and wisdom.

As technology advances and business operations become more sophisticated, it’s all too easy to be further removed from the human touch that once defined our leadership elders. What our mentors can teach us has less to do with the rapid rise and pace of technology and new media, and more to do with what we lost along the way – personal relationships.

Mentors keep us grounded and remind us of the value of face time in place of Facebook. They remind us that our word is our bond, and that we treat others the way we want to be treated. Mentors are needed now more than ever and are a great source of inspiration.

Be challenged by your peers. Helpful here is a healthy amount of respect and a generous dose of curiosity. Leaders with a healthy self-esteem know that there is much they can learn from their peers.

A Japanese proverb says, “One thousand days to learn, ten thousand days to refine.” When leaders learn from their peers they open themselves up to new experiences and levels of understanding. This not only helps you as a leader, but enhances the overall intelligence and performance of your team.

Peers are built-in extensions of your corporate classroom. The next time you plan professional development or educational days, consider the talent pool that already exists in your organization. Utilize your peers as resources that can be of service to the entire organization. The best and brightest are not as far away as you thought.

Be motivated by your competitors. For many leaders, the competition is one whom must be pushed back. The attitude of a leader who is a learner is quite different. The question becomes not, “How can I beat them?’, but rather, “what can I learn from them?’

Gil Atkinson, the American business inventor of the automatic sprinkler system said, “Thank God for competition. Whenever competitors upset our plans or outdo our designs, they open infinite possibilities of our own work to us.” What an amazing attitude of a leader who understood the value of competition.

The learning process as a leader is never ending. Class is always in session. As a leader, you are both the student and a teacher. What have you learned today?

© 2010 Doug Dickerson

The Power of a Sacrificial Leader

In this world it is not what we take up, but what we give up, that makes us rich.
- Henry Ward Beecher

In his book, Life Lessons from the Game of Golf, Steve Riach shares a story about golf legend Jack Nicklaus. Considered by many to be the greatest golfer ever, Nicklaus won seventy tournaments. He finished in the top five of fifty-six Grand Slam championships and won each of those at least three times, including six Masters titles.

“What the record does not show,” writes Riach, “is the person Nicklaus says is most responsible for his success. It is not his coach, agent, or teaching pro. Rather, it is, according to Nicklaus, his wife Barbara.

Of Jack’s eighteen major championships, he figures Barbara “has meant at least fifteen’ to him. This is due, the golfing legend says, partly to her undying support, and also because she has been “99 percent responsible” for raising their kids.’

While Nicklaus became a household name in the realm of professional golf, it is his wife Barbara, “Momma Bear”, whom he credits for his success. Without the sacrifices she made, the world may have been denied the joys of knowing one of the greatest golfers of all time. If he was the golf legend, she was the pillar upon which he stood.

Napoleon Hill said, “Great achievement is usually born of great sacrifice, and is never the result of selfishness.” Jack and Barbara Nicklaus are fine examples of shared success and sacrificial leadership. So what are the characteristics of sacrificial leadership?

Sacrificial leaders bring out the best in others. “She’s made her life second to mine,” Jack told the Palm Beach Post. “She’s never said, ‘Jack we’re going to do this.’ She’ll always say, ‘We’ve got your schedule. We’ll do this. Then if we have time, we’ll do the other.’”

Leaders with this mentality are indispensable not just to their families, but to the organizations in which they serve. By allowing others to shine and succeed, they do so by laying aside their own desires or ambitions for the good of the team. When team members carry within themselves this attitude, everyone wins.

In his book, The Fred Factor, Mark Sanborn writes, “Ultimately, the more valuable you are to others-the more value you create in your work or your interactions with others-the more value will eventually flow toward you. Faithfully doing your best, independent of the support, acknowledgment, or reward of others, is a key determinant in a fulfilling career.”

During his legendary career, Barbara added value to Jack’s success. It’s when you add value to others around you that you realize that your success is linked to those whom you elevate.

Sacrificial leaders share the credit. Nicklaus readily acknowledges Barbara as the source of his success. Leaders are like that. They realize that no matter the degree of their personal success, they have others to thank for helping them attain their dream.

In The 360-Degree Leader, John Maxwell says, “It’s the truth that when you help someone bigger than you, it makes you part of something bigger. You cannot contribute to something significant without being changed. If you want to be better than you are, become part of something bigger than you are.”

An important principle comes into play when you understand the power of sacrificial leadership. Sacrifice begets success. When you sacrificially commit yourself to the success of others around you, it will one day be reciprocated.

More so than anyone else, Jack Nicklaus understood the sacrifices made by his wife Barbara. Her life is a testament to the principle that sacrifice begets success. For her exemplary example and lifetime support she was given the inaugural PGA First Lady of Golf Award in 1999.

The power of sacrificial leadership is realized when you understand that the key to your success is helping others succeed. For in the end, it is the sacrifice of one that makes for the success and joys of many.


© 2010 Doug Dickerson

Satisfying the System

So much of what we call management consists in making it difficult for people to work.
- Peter Drucker

Patrick Ryan in a column for Smithsonian shares an interesting story about novelist and essayist George A. Birmingham. Birmingham was in his nonliterary life a clergyman in Ireland where he was pestered by bishops and other authorities to fill in recurring questionnaires.

He took partibular umbrage against the annual demand from the education office to report the dimensions of his village schoolroom. In the first and second years, he duly filled in the required figures. The third year he replied that the schoolroom was still the same size. The education office badgered him with reminders until Birmingham finally filled in the figures.

This time he doubled the dimensions of his schoolroom. Nobody queried it. So he went on doubling the measurements until “in the course of five or six years that schoolroom became a great deal larger than St. Paul’s Cathedral.” But nobody at the education office was at all concerned.

So, the next year, Birmingham suddenly reduced the dimensions of his colossal classroom “to the size of an American tourist trunk. It would have been impossible to get three children in that schoolroom.” And nobody took the slightest notice, for nobody needed the information. But the system did, and the system had to be satisfied.

Leaders often find themselves in situations like Birmingham in which satisfying the system is part of bureaucratic responsibility. One of the definitions of bureaucracy by the Random House dictionary is “Administration characterized by excessive red tape and routine.” Red tape and routine are the evil twins as seen by most leaders.

How many times have you been frustrated by having to satisfy the system in the organization in which you work? At each turn there is red tape and routine that consumes more of your time than the actual projects you are working on. What is a leader to do? Perhaps these suggestions will give some guidance.

Build a system based upon respect and productivity. Leaders who foster an environment of creativity and efficiency remove the obstacles that hinder progress. This is done not by imposing unnecessary bureaucratic hurdles that prevents team members from excelling, but by removing them.

In as much as a leader will remove burdensome obstacles that hinder success, he will lead by example when it comes to developing a system in which accountability and transparency is modeled. At best, systems within your organization should not restrict growth but foster it. Systems must be built on the basis of trust and accountability, anything less breads frustration and low morale.

Develop your systems from the ground up. Often in the execution of systems within the typical organization, they are developed and executed from a top-down mentality. This top down mentality however well-intentioned is antiquated.

When the flow of information, ideas, and procedures are passed down from those far removed from the operation of the organization, it can stagnate growth and potential by a leader out of touch with his organization.

When systems in your organization are developed and executed from the ground upward by those closest to every level of the operation, your chances for success are enhanced by those with the greatest level of understanding. A smart leader will listen and learn from those making it happen for his organization.

While satisfying the system is an important aspect of any organizational structure, having the right systems in place will make it all worth while. It must be clear what you are doing and why. Matters of bureaucracy ought to be limited, practical, and helpful. How smooth your organizational system works is testament to the leader at the helm.

In the end, systems are what you make them and how you execute them. Most importantly, they should be viable in your organization, embraced by all, and a reward for those who follow them.



© 2010 Doug Dickerson