A Recipe for Change

They always say time changes things, but you actually have to change them yourself.
-Andy Warhol

Last December Domino’s Pizza announced a major change to their pizza recipe. Considered by many to be a risky move in the highly competitive market, it now appears that the change is paying nice dividends.

In announcing the forthcoming pizza makeover, Domino’s Chief Marketing Officer Russell Weiner issued a very insightful press release that spelled out the changes. A look at the statement reveals a well thought out strategy, and for leaders, an opportunity to learn some key ideas of enacting change.

Change requires a commitment to be relevant. In the statement Weiner said, “The fact is, we love our pizza, but as times change, so do our consumer tastes.” From that statement we learn that the success of any organization is to be relevant.

For a pizza chain or any organization, relevancy is essential to survival. While proud of its product, Domino’s realized that market demands required an overhaul of the product in order to succeed.

Weiner continued, “We’ve created a pizza to reflect what customers are looking for…it’s a completely reinvented pizza from the crust up, and we are proud of it.” Enacting change in any organization can be a challenge. Successful leaders and organizations respond to changing conditions around them and are not afraid to adapt. Steve Jobs said, “Innovation distinguishes between a leader and a follower.”

Change requires a commitment to excellence. An impressive observation form Weiner’s press release stated that more than 80 percent of Domino’s menu is new since 2008. “The cherry on the top of all of this recent innovation is our newly-inspired pizza. Our inspiration came from the thousands of direct consumer feedback messages on several social media channels,” Weiner said.

As a result of the feedback, Domino’s tested for the next two years dozens of sauces, seasonings, and blends imaginable to in order to perfect their new product. Their commitment to excellence and relevancy was not rushed, but rather years in the making.

A leader enacting change in his organization must also understand that the right change at the wrong time can sink even the best of ideas. Excellence is a process of enacting the best ideas at the right time. Before the launch of the new pizza, Domino’s listened to the consumers, and took their time to be sure that the new product met their expectations.

Weiner added, “With this new pizza we are convinced Domino’s can be known for both quality and service.” Only after countless tests and changes did they unveil their new product. Striving for excellence is what separates good leaders from great ones. In leadership; it is the difference between being satisfied with where you are and striving to be relevant.

Change requires everyone’s involvement. Weiner said, “The entire company has been involved in this. From the CEO to our franchisees; from our supply chain division to our supply partner; from our product development team to our marketers- everyone has had a hand in reinventing our pizza.”

It could be argued that Domino’s still may have had the same success without everyone’s involvement in the process. But certainly, everyone at Domino’s is sharing the credit for the success that it has had since. This is attributed to smart leadership that brought in everyone who would be touched by the change.

Dee Hock said, “The problem is never how to get new, innovative thought into your mind, but how to get old ones out. Every mind is a building filled with archaic furniture. Clean out a corner of your mind and creativity will instantly fill it.” At Domino’s, innovation from the top down is what made their change successful.

According to a report published on diet-blog.com, for the quarter ending January 3, Domino’s profits climbed to $23.6 million up from last year’s $11 million. That certainly is a nice rise in dough. Leadership bold enough to change and be relevant is to be credited with the success.

Weiner opened his press release with the statement, “The fact is, we love our pizza…’ In fact you may love your company, your product or service, your personnel, etc. But you must love it enough to be willing to enact change where needed and when needed.

A good recipe for change is a commitment to relevancy, a commitment to excellence, and a commitment to involve everyone. As Johan Wolfgang von Goethe said, “There is nothing more dreadful than imagination without taste.” Imagine the possibilities of what change can do for you.


© 2010 Doug Dickerson

From Ordinary to Extraordinary – It’s not as far as you think

From Bits & Pieces comes the inspiring story of physicist Richard Feynman. After winning the Nobel prize for his work, he visited his old high school. While there, he decided to look up his records. He was surprised to find that his grades were not as good as he had remembered them. And he got a kick out of the fact that his IQ was 124, not much above average.

Dr. Feynman saw that winning the Nobel prize was one thing, but to win it with an IQ of only 124 was really something. Most of us would agree because we all assume that the winners of Nobel prizes have exceptionally high IQs. Feynman confided that he always assumed that he had.

If Feynman had known he was really just a bit above average in the IQ department, we wonder if he would have had the audacity to launch the unique and creative research experiments that would eventually win him the greatest recognition the scientific community can give.

Perhaps not. Maybe the knowledge that he was a cut above average, but not in the genius category, would have influenced what he tried to achieve. After all, from childhood most of us have been led to believe that ordinary people don't accomplish extraordinary feats.

Most of us fall short of our potential because of little things we know or assume about ourselves. And the most self-defeating assumption of all is that we are just like everyone else.
From ordinary to extraordinary is following the lead of your heart. While Feynman’s grades in high school may not have been a forecast of his future, his heart led him where his grades couldn’t.

Your success as a leader is not dependant on the outward measurements that others use to quantify. Pursuing the passions of the heart as you seek out your goals and ambitions is where you discover the talents and skills that you have.

Louisa May Alcott said, “Far away in the sunshine are my highest aspirations, I may not reach them, but I can look up and see their beauty, believe in them, and try to follow where they lead.” As you pursue your dreams chase them with your heart. Your head will catch up.

From ordinary to extraordinary is a belief that nothing is out of your reach. The fact that Feynman didn’t make great grades in high school did not deter him from chasing after his dream. He is credited for his work in quantum mechanics, assisted in the development of the atomic bomb, and was a member of the panel that investigated the Space Shuttle Challenger disaster.


Oprah Winfrey said, “The key to realizing a dream is to focus not on success but on significance- and then even the small steps and little victories along your path will take on greater meaning.” From bad grades in high school to quantum mechanics is not an overnight step. Your success will come as you relentlessly pursue the dreams you have and not give up. The leadership seeds that are in you are not lying dormant, they are growing and developing and are ready to spring forth.

From ordinary to extraordinary is taking the first step. Ralph Waldo Emerson said, “Don’t be too timid or squeamish about your actions. All life is an experiment. The more experiments you make the better.” Leaders fail not for a lack of vision or ideas, but for never taking the first steps toward achieving them.

One can sit on the sidelines and ponder a dream or get in the game and make it happen. Denis Diderot said, “Only passions, great passions, can elevate the soul to great things.” You will fulfill your life’s dreams and passions when you decide to take the first steps in making it a reality.

As a leader with the seeds of potential inside you, never settle for anything less than the belief that you can achieve your dreams. Don’t allow the report card to dictate your future. Don’t quit in the middle of the fight. Thomas Edison said, “Many of life’s failures are people who did not realize how close to success they were when they gave up.”

From ordinary to extraordinary is not as far as you think. Keep your eye on the prize and your heart in the hunt. Your days of extraordinary are upon you.

© 2010 Doug Dickerson

I Have Seen the Face of the Pilot

Robert Louis Stevenson tells of a storm that caught a vessel off a rocky coast and threatened to drive it and its passengers to destruction. In the midst of the terror, one daring man, contrary to orders, went to the deck, made a dangerous passage to the pilot house and saw the steerman, at his post holding the wheel unwaveringly, and inch by inch, turning the ship out, once more to sea.

The pilot saw the watcher and smiled. Then, the daring passenger went below and gave out a note of cheer: “I have seen the face of the pilot, and he smiled. All is well.”

During this time of economic crisis, you may be one of the millions around the country who is either unemployed or among the ranks of the under-employed. You may be the leader in your organization that daily carries the burden of how to meet your next payroll, and whether your company can survive the recession.

A new brand of leaders is being purged and brought forth in the fires of recession. Hardships faced with courage are how the leaders of past generations inspired us. And it is through their example we will emerge as refined leaders. Winston Churchill said, “For myself I am an optimist – it does not seem to be much use being anything else.”

When the man in Stevenson’s story saw the smile on the face of the pilot, he knew that things we going to be fine. While faced with the challenges of this economy and with an understanding of the struggles that many face; let us as leaders do our best to give hope to those in despair. Here are a couple of observations as to how the pilot won them over.

The pilot projected confidence. It is likely the pilot was experiencing the same range of emotions as all the other passengers. Yet during the storm, he had but one mission – to steer the ship to safety. The pilot’s responsibility was to steer the ship away from the danger. A wise Hasidic saying, “The man who has confidence in himself gains the confidence of others,” is worth remembering.

When faced with the challenge of steering your organization in these troubled times, do so with a confidence that inspires others to report back with enthusiasm that all is well. I am sure the ship was tossed and battered, but it came through the storm.

Jerome P. Fleishman said, “Most of us, swimming against the tides of trouble the world knows nothing about, need only a bit of praise or encouragement- and we will make the goal.” I would like to encourage you to stay strong and believe that your best days are ahead of you.

The pilot projected hope. Defying orders to the contrary, one man made his way to the pilot and, without a word being spoken, got the answer he needed.

In leadership there will always be times of testing and even questioning whether you are up to the challenge. The pilot simply gave the watcher a smile and that was enough for him to share and give hope to the others.

Leadership in the storm is a different creature than leadership in times of smooth sailing. Harold Wilson said, “Courage is the art of being the only one who knows you are scared to death.” My guess is; this was not the first storm the pilot had navigated. And as the pilot held unwaveringly to the wheel, you too will come through your storm if you hold tight to hope.

I understand how tough times are right now and want to inspire you to keep your confidence and hope intact. Katherine Butler Hathaway said, “There is nothing better than the encouragement of a good friend.” I know she is right. Be encouraged today, it will get better; I have seen the face of the pilot.


© 2010 Doug Dickerson

Are You a Grateful Leader?

It is said that on his retreat from Greece after his great military expedition there, King Xerxes boarded a Phoenician ship along with a number of his Persian troops. But a fearful storm came up, and the captain told Xerxes there was no hope unless the ship’s load was substantially lightened.

The king turned to his fellow Persians on deck and said, “It is on you that my safety depends. Now let some of you show your regard for your king.” A number of the men bowed to Xerxes and threw themselves overboard.

Lightened of its load, the ship made it safely to harbor. Xerxes immediately ordered that a golden crown be given to the pilot for preserving the king’s life—then ordered the man beheaded for causing the loss of so many Persian lives.

One of the most important characteristics a leader must possess is gratitude. While team members may look to you for vision as to where the organization is headed, the climate you create in getting there is equally important.

In the 1980 hit movie 9 to 5, there is a scene in which three co-workers, played by Dolly Parton, Lili Tomlin, and Jane Fonda each share fantasies as to how they would like to kill off their boss, Mr. Hart (Dabney Coleman).The three have wised up to the shenanigans of Mr. Hart and are out to bring him down. (http://www.youtube.com/watch?v=L19GOqAeT6Q)

One day by mistake, the plan concocted by Violet (Tomlin) happens. Rat poison is accidentally placed in the coffee of Mr. Hart. In the initial aftermath of the accident the three are having a conversation.

Violet: Oh, God. They know about the rat poison. I might as well just turn myself in.
Doralee: Violet, it was an accident.
Violet: I’m a murderer.
Judy: No, you’re not.
Violet: I’m a murderess. I’m gonna go to the pen. My poor kids. I’m gonna lose my job.
Judy: Stop this.
Violet: I’m no fool. I’ve killed the boss, you think they’re not gonna fire me for a thing like that?

While the story-line of the movie is funny and entertaining, there is nothing funny about working under conditions that evoke such strong negative emotions. Leadership needs to understand that the road from cast vision to reality is paved by good, hard working, loyal people. Here are some characteristics of a grateful leader.

A grateful leader inspires his team. When the captain of the ship told Xerxes that the load needed to be lightened, he called upon Persians to make the ultimate sacrifice. Men willing to make that type of sacrifice for the life of the King obviously were devoted to him.

Famed football coach Lou Holtz said, “Ability is what you are capable of doing. Motivation determines what you do. Attitude determines how well you do it.” A grateful leader will inspire his team to become the best they can be, and have a great attitude.

If you want to know how inspiring you are as a leader, look at how many are jumping ship for you (positively doing whatever it takes for success) verses how many are jumping ship in spite of you. A smart leader not only inspires his team, he genuinely appreciates them.

A grateful leader rewards his team. When the ship arrived safely in the harbor, the King ordered that a golden crown be given to the pilot for preserving his life. A grateful leader understands that without his team working hard and making sacrifices, there would not be the level of success now enjoyed.

Rewarding team members can take on a variety of looks. While it is common to think of monetary rewards, you might want to consider rewards that money cannot buy. Team members genuinely appreciate simple things like hand-written notes expressing appreciation for a job well done.

A grateful leader builds the morale of his team. After arriving in port, Xerxes ordered the pilot beheaded for the loss of so many Persian lives. How ironic it was that the man responsible for saving the life of the King now has his taken away by him.

A grateful leader remembers where he came from and who is responsible for helping him get there. Charles E. Jefferson said, “Gratitude is born in hearts that take time to count up past mercies.” It is important as a leader to show heart-felt gratitude for past mercies by your team. In doing so, you inspire them - now reward them and build their morale.

Are you a grateful leader?


© 2010 Doug Dickerson

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The Legacy of Leadership

From a story in Bits and Pieces some years back comes an inspiring story. Years ago a John Hopkins professor gave a group of graduate students this assignment: Go to the slums. Take 200 boys, between the ages of 12 and 16, and investigate their background and environment. Then predict their chances for the future.

The students, after consulting social statistics, talking to the boys, and compiling much data, concluded that 90 percent of the boys would spend some time in jail.

Twenty-five years later another group of graduate students was given the job of testing the prediction. They went back to the same area. Some of the boys - by then men - were still there, a few had died, some had moved away, but they got in touch with 180 of the original 200. They found that only four of the group had ever been sent to jail.

Why was it that these men, who had lived in a breeding place of crime, had such a surprisingly good record? The researchers were continually told: "Well, there was a teacher..."

They pressed further, and found that in 75 percent of the cases it was the same woman. The researchers went to this teacher, now living in a home for retired teachers. How had she exerted this remarkable influence over that group of children? Could she give them any reason why these boys should have remembered her?

"No," she said, "no I really couldn't." And then, thinking back over the years, she said amusingly, more to herself than to her questioners: "I loved those boys..."

How fortunate the men had a teacher who loved them and because of her influence now live productive lives. If you think for a moment I am sure you can recall a teacher, coach, or mentor that had an impact on your life that helped guide you to where you are today.

Tim Elmore said, “Mentoring is a relational experience through which one person empowers another by sharing their wisdom and resources.” The sharing of resources, much like that of the above mentioned teacher, is built through relationship with those you lead. Consider these simple but powerful characteristics of her leadership and how she left her legacy.

The teacher accepted her students. In Life 101, Peter McWilliams said, “Acceptance is such an important commodity; some have called it “the first law of personal growth’”. No doubt her students had already been labeled by others as underachievers or trouble makers, with few seeing any potential in them.

The teacher disregarded the stereo-types about the boys and accepted them not only for who they were but what they could become.

As you mentor those in your organization it is important that you do so with an expectation that the best is yet to come. Where a person has come from is not nearly as important as where you are leading them. Accepting the people you mentor is the first step in impacting their lives.

The teacher believed in her students. Chosen out of the slums and placed in a statistical category of perceived outcomes; these boys faced insurmountable obstacles. Yet their destiny was changed, not by perceptions, but because a teacher believed in them.

Mark Twain said, “Keep away from people who belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great.” As a leader, your success as a mentor comes as you instill hope in the hearts of those you lead. When you believe in those you mentor, they will know it and will respond to it.

It’s hard to say where the boys would have ended up without a teacher who believed in them, but as John A. Shedd said, “Opportunities are seldom labeled.’ You will leave your legacy as a leader when you have faith in those you lead.

The teacher cared for her students. When approached about the boys she had taught in those early years, she simply recalled that she loved them. It was just that simple.

John Maxwell said, “Loving people precedes leading them. People don’t care how much you know until they know how much you care.” While tempting to measure success by the bottom line, true leaders understand it is defined differently.

Aesop said, “No act of kindness, no matter how small, is ever wasted.” Your legacy as a leader is marked by the time, wisdom, passion, and kindness that you invested into the lives you touched.

How will your legacy be defined?


© 2010 Doug Dickerson

Leaders Who Handle The Truth

In the 1992 blockbuster film, A Few Good Men, Navy lawyer Daniel Kaffee, played by Tom Cruise, and Lt. Commander JoAnne Galloway, played by Demi Moore, are assigned to defend two Marines accused of killing a fellow soldier.

Kaffee is inclined to plea out the case but Galloway pushes him to investigate deeper. He begins a process of questioning fellow officers to get to the truth. The quest eventually leads them to base commander Colonel Nathan Jessep, played by Jack Nicholson.

The courtroom confrontation between Kaffee and Jessep is one of big screen legend. Kaffee insists that he is entitled to the truth about the case. In the memorable response Jessep says, “You can’t handle the truth!”


Truthfulness is an essential ingredient through which leadership flows and how all other relationships within your organization exist. This concept sounds primal but is one of which we need to be reminded.

Winston Churchill said, “Men occasionally stumble over the truth, but most of them pick themselves up and hurry off as if nothing ever happened.” If your organization is going to thrive, the truth must always win out. Here are a few suggestions for leaders and for making honesty your best policy.

Leaders must speak the truth. Mark Twain said, “Truth is more of a stranger than fiction.” Whether it is casting vision for the future of the organization, evaluating the performance of the team or a team member, leaders must speak the truth.

When a leader is speaking honestly with those around him, trust is established. While it is easy to speak the truth when the news is good, it is equally as important to do so when times are tough. Though it may be tempting to fudge the numbers or hold back information, your team should never be left in the dark- always speak the truth.

Leaders must hear the truth. Burton Bigelow said, “Very few big executives want to be surrounded by ‘yes’ men. Their greatest weakness often is the fact that ‘yes’ men build up around the executive a wall of fiction, when what the executive wants most of all is plain facts.” A wise leader does not want to be shielded from the truth, but exposed to it.

Speaking the truth to the leader must be done constructively and with respect. John Maxwell said, “If you’ve never spoken up to your leaders and told them what they need to hear, then it will take courage. But if you are willing to speak up, you can help your leader and yourself.” Examine your motives when speaking to your leader. Be sure that you are not just about promoting your own agenda but the best interests of the team.

Leaders must act on the truth. Decisions leaders make today have consequences for the organization tomorrow. A sharp leader has the intuition to see what is going on around him and is surrounded by honest advisors to help chart the right course.

The climatic conclusion of A Few Good Men resulted in the arrest of Colonel Jessep and a courtroom victory for the young Daniel Kaffee. While your team or organization may experience tough challenges, never let it be said that in doing so you ever shied away from the truth.

Acting on the truth is the benchmark to which all leaders must be pledged. In doing so, not only can you handle the truth, but you welcome it.


© 2010 Doug Dickerson

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Go Along to Get Along? Building Team Morale

In a Peanuts cartoon Lucy demanded that Linus change TV channels, threatening him with her fist if he didn’t.

“What makes you think you can walk right in here 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 don’t you guys get organized like that?”

Perhaps you have asked that question with regard to your organization. Nothing can be more frustrating than a non-cohesive organizational structure that is being lead by an unorganized individual or team.

In the illustration above, Lucy epitomizes an old-school mentality of leadership. The leader, Lucy in this instance, demands a change. When her authority is questioned she squashes the challenge with the threat of force.

Linus in this case represents team members who too often go along to get along. Organizational structure and camaraderie does not have to be elusive, strive to achieve it and see the difference it can make.

Team morale is important if you want to succeed. Andy PacPhail said, “You have to walk the walk. You have a responsibility to your system to be out there and understand the conditions your players are playing in. You have to take an interest in the players in your organization.”

Morale in your organization can be your greatest asset if it is strong or your greatest liability if you lack it. Good leaders understand why it is important and are proactive in building it. Here are a few suggestions on how to build and sustain morale in your organization; it’s what I call the 3 B’s of building morale.

Be open to new ideas. One of the greatest challenges to any organization is staying fresh with new ideas and ways of thinking. When members of an organization feel that their ideas are falling on deaf ears, poor morale will soon follow.

The greater the distance between the one who casts the vision and the ones who execute the vision, the greater the chance for poor morale, don’t let this happen. Strong morale is built and maintained by a leader who understands that fresh ideas are the lifeblood of the organization. He also understands that those closest to the execution of the vision have much to offer.

Be transparent with your team. Good morale is not something you can artificially manufacture. Team morale is built on a foundation of trust. Team members know they are being dealt with honestly and when leadership is being phony.

Transparency is a partnership between the leader and the team. Ken Blanchard said, “In the past a leader was a boss. Today’s leaders must be partners with their people…they no longer can lead solely based on positional power.” A leader will do more to build team morale by being transparent than he could ever hope to accomplish by positional power alone.

Be generous with praise. Fred Rogers said, “As humans, our job is to help people realize how rare and valuable each one of us really is, that each of us has something that no one else has-or ever will have-something inside that is unique to all time. It’s our job to encourage each other to discover that uniqueness and to provide ways of developing its expression.”

Developing the expression of praise for your team will go a long way in building morale that will see you through good times and bad. When facing challenging times, half the battle is won when morale is strong.

Team members who know they are appreciated and subsequently rewarded for their efforts are an invaluable asset to your organization. Wise leaders will as George Colman said, “Praise the bridge that carried you over.’

Strong morale is built when leaders are open to new ideas, transparent with your team, and generous with praise. How is your morale?


© 2010 Doug Dickerson

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