Raising the level of your leadership




Thanks, Jessie


sign – THANK YOU – dark red background and white letter, blue sky

Jessie Garrett was my high school math teacher who—when I wasn’t planning on going—asked me, “Where are you going to college?” One year later, I was at Georgia Tech studying Aerospace Engineering. Thanks, Jessie.

John Duhon was my first boss in the aerospace business. He overlooked my “know-it-all” attitude and obnoxious behavior as an engineering intern. He mentored and encouraged me. Thanks, John.

Jim Rourke let me write a paper and present it at an aerospace conference in only my second year out of college. Thanks, Jim.

Jan Drees chose me to become a project engineer, my first step into real leadership. Thanks, Jan.

Ted Hoffman taught me what I needed to know about customers. Thanks, Ted.

Jack Floyd gave me a lot more freedom than I deserved. Thanks, Jack.

Cliff Kalista gave me my first job in marketing. Thanks, Cliff.

Bob Eggars taught me how to manage a project, delivering almost 500 helicopters in one year. Thanks, Bob.

John Kleban trusted me enough to run finance even though I had never even had an accounting class. Thanks, John.

CEO Bev Dolan was my #1 supporter at the Textron corporate office. Thanks, Bev.

Fred Hubbard recommended me to replace him as president at Textron Aerostructures. Thanks, Fred.

Richard, Kurt, Julie, John, Mike, Diane, David, Sandy, Linda, Laura and many others all fully supported me as I stumbled around learning how to lead in various roles. Thanks, all of you.

Rick White gave me my first opportunity to lead in my church. Thanks, Rick.

Carl Roberts told me that Hard Lessons was exactly what I should do and sponsored the first workshop at his company. He also provided the impetus I needed to write 16 Stones. Thanks, Carl.

Dottie, my amazing wife of 50 years, took care of the fort while I traveled more than 2 million miles. She raised two wonderful daughters, stood by me and supported me—for better or worse. She was the better part. I was the worse part. Thanks, Dottie, I love you.

God knows me—really knows me—and loves me anyway. Thanks, God.

Whatever success you have enjoyed, you didn’t pull it off by yourself. Take a few minutes this Thursday to remember those who helped you along the way.

If this post was interesting and useful to you, please forward it to a friend. Thanks.

© Copyright 2017 by Dick Wells, The Hard Lessons Company

MYTHS ABOUT CHANGE


Failed change is more common than successful change in people and in organizations. Change is hard to initiate and even harder to finish. Why? Change myths are part of the reason.

Myth #1: People and organizations change when they need to. Really? America has one of the highest obesity rates in the world. A lot of people know they need to lose weight. Most don’t. Some people need to stop piling up debt—but they don’t. Organizations have a lot of changes they need to make. But for whatever reason, they don’t get around to it, or when they try, it fizzles out. It takes a lot more than need to drive successful change.

Myth #2: People and organizations change when they want to. Most of those people who need to lose weight actually want to. Enough said?

Myth #3: Fear is an effective means of promoting change. “If you don’t __________, you’ll be fired.” Or, “The plant will close.” What a waste of time. Any change that arises from fear will be short-lived and marginal. It is a sign that bosses and bullies are in charge, not authentic leaders.

Myth #4: A PowerPoint presentation that fully explains the reason will successfully drive change. “If they understand, they’ll be eager to change.” Baloney. Somebody else will be giving reasons for not changing. And what about all the right brain artists out there? They hate PowerPoint presentations.

Myth #5: Casting vision over and over will bring change. This is just hubris on the part of the leader—believing that people will do whatever he/she asks them to do. People and organizations do not change because of somebody else’s vision. However, if it becomes their vision too, then change can happen.

So what will initiate and sustain change? Two things: people and organizations attempt change when they have to, or when they are inspired to. The leader’s job is to inspire it before the have to kicks in. Have to often fizzles out; inspired to has staying power.

It is easier to get married than to stay married. And it is easier to start change than it is to complete it. The leader’s biggest challenge is between the starting point and the finish line. What myth is holding back change in your organization (or your life)?

If this post was interesting and useful, please forward it to a friend.

Copyright 2017 by Dick Wells, The Hard Lessons Company

Moments Matter


We were offsite for some team building and inspiration. I was walking through the lobby on my way to the meeting room when I veered left to give her a quick hug. Why? She looked like she needed it. A few moments later she was sitting there with tears on her cheeks. Why? “She really needed that hug,” a friend told me, “and she needed it from you—her leader.”

It was a spontaneous moment in time—4-5 seconds—but it changed her day. That was about 20 years ago—it changed my leadership.

We are all familiar with carpe diem—seize the day. Sometimes seizing the moment is just as important. There is a lot of leadership discussion about creating moments. They are important but can sometimes feel contrived. However, capturing moments that occur naturally can be even more powerful. They are not contrived and not expected. And they are not forgotten even after 20 years.

If you are a leader, be alert to moments you can capture: a moment to encourage someone; laugh or cry with someone; hug someone; help someone; or celebrate with someone. Moments matter. Carpe occasionem—seize the moment. This would be a good moment to start.

If this post was useful and interesting, please forward it to a friend.

© Copyright 2017 by Dick Wells, The Hard Lessons Company

The Baggage You Need To Get Rid Of Is…


Last week I talked about leadership anger—how destructive it can be to individuals and organizations—and I promised a “remedy” for it in this post. Now, this is not a “one size fits all” remedy because anger can be more complicated than that. But I know from personal experience that in many cases it works, so I offer it to you and hope you will take it seriously.

Getting rid of anger is sometimes like packing for a trip: “What do I take? What do I leave behind? How many bags can I carry?”

If you have anger that is close to the surface and easily erupts at home, at work, wherever and whenever, it could mean you are carrying the baggage of unforgiveness with you. You carry it to the office; you carry it home; you carry it to church or the little league field. It is always close at hand. Someone hurt you—badly—and you haven’t been able to let it go, forgive them, so you can move on without dragging that heavy, exhausting bag around. So it doesn’t take much for the bag to open and spew out on others, even people you love.

There are a lot of reasons to get rid of this heavy bag. If you are a Christian, it is a spiritual imperative:

Be kind to one another, tender-hearted, forgiving each other, just as God in Christ also has forgiven you. Ephesians 4:32 NASB

See your pastor if you are dragging unforgiveness around. If he or she can’t help, get a new pastor. Apart from the spiritual dimension, there are still many great and practical reasons to forgive those who have hurt you.

Stanford University has studied the impact of forgiveness on your health—both physical and emotional. According to Dr. Fred Luskin, director of the Stanford Forgiveness Project, forgiveness “boosts the immune system, lowers high blood pressure, reduces anxiety and depression, and improves sleep patterns” (from Brain Power by Gelb and Howell).

In their book, HeartMath Solution, Doc Children and Howard Martin explain, “Forgiving releases you from the punishment of a self-made prison in which you’re both the inmate and the jailer” (cited in Brain Power by Gelb and Howell).

Few people had less reason to forgive than Nelson Mandela. He was tortured, slandered, imprisoned, and victimized by apartheid almost all of his life. Yet when leaving prison, he decided to forgive because he knew “if I didn’t, I would still be a prisoner.” He didn’t want to spend the rest of his life in a prison of his own making.

Anne Beiler, founder of the Auntie Annie’s pretzel empire and a victim of sexual abuse by her pastor, learned that she needed to “forgive because I can’t forget.”

In the “personal experience” mentioned earlier, the one I needed to forgive was myself. My wife once mentioned she had to “walk on egg shells” because she didn’t know when my anger at myself would be directed at her. A few weeks ago, a church staff member said he has to “walk on egg shells” around his current pastor. How sad. If you are a leader and your followers are “walking on egg shells,” you need help and a good starting place is forgiveness of others and maybe yourself.

Forgiveness is a gift to yourself; it is about you putting down those life-sapping, heavy bags and getting out of a self-made prison. I am not suggesting this is easy and you may well need help. (If you live near my hometown of Franklin, TN, contact The Refuge Center, they’ll be glad to help.) Decide today, for your sake and the sake of those you lead: “Whatever it takes, I am not going to drag unforgiveness around any longer. I’ll get help.” Pick up the phone right now—call for an appointment—you’ll be glad you did.

If this post was interesting and useful, please forward it to a friend.

© Copyright 2017 by Dick Wells, The Hard Lessons Company

Anger Is A Lousy Leadership Tool


I was in a meeting yesterday in which I heard that a senior leader had suggested that a mid-level leader should have responded with anger to another person’s anger. In other words: both of you being angry will somehow yield a better outcome than one of you being angry. That was lousy advice and it’s a lousy leadership practice.

At the 2010 Willow Creek Leadership Summit, one of the sub-themes was, “I will stop using anger as a leadership tool.” I do not claim I have never used anger as a leadership tool—I’m not that perfect. But I cannot recall a single time when my anger yielded a positive outcome. Why?

Anger supposedly demonstrates who is in control. What it really reveals is who is out of control.

Anger supposedly will promote change in behavior. What it really promotes is pervasive fear that paralyzes the organization.

Anger supposedly shows strength of position. What it really shows is weakness of character.

Anger supposedly reinforces “I’m right.” What it really reinforces is “I’m proud.”

It is interesting that in scripture, God puts anger in the same list of sins as immorality, idolatry, sorcery, and drunkenness:

Galatians 5:19-21 (NASB95) Now the deeds of the flesh are evident, which are: immorality, impurity, sensuality, idolatry, sorcery, enmities, strife, jealousy, outbursts of anger, disputes, dissensions, factions, envying, drunkenness, carousing.…

That’s enough said about how God feels about it.

Anger rarely if ever accomplishes anything good. It may accomplish what you intend, but only if your purpose is self-centered and intended to inflict humiliation and pain. Anger always has the effect of damaging relationships—at home, in the church, at your workplace. So take to heart the Summit sub-theme. Resolve today that you will stop using anger as a leadership tool. You’ll be a much better leader.

By the way, don’t kid yourself that “forgive me” will erase the effects of repeated outbursts. “Forgive me” only works if it doesn’t happen again.

Do you have an anger problem? I’ll offer one solution in my next post.

If this post was interesting and useful, please forward it to friend.

© Copyright 2017 by Dick Wells, The Hard Lessons Company

70% Benchwarmers


According to the Gallup organization only about 30% of employees in a typical American workplace are actively engaged in their job. The rest—70%—are benchwarmers taking up space, doing only what they are told to do and waiting for payday and Friday (my words, not Gallup’s).

Interestingly, the percentages don’t change much because of age, education, gender or even income. People making more than $90,000 per year are no more engaged than people making less than $36,000 per year. Imagine that. Gallup has proved once again that pay is not a long-term motivator for most people.

Is there something leaders can do to raise the engagement level? Yes. Employees will engage with their jobs when leaders engage with their employees. It’s that simple.

So if you are the leader, it’s up to you. Try this: sit down with one of your unengaged employees, ask how you can help him, listen (really listen), ask questions, act like you owe her as much as she owes you. Do it with somebody else tomorrow…and the day after…and the day after…. Is it worth the effort? Yes! Imagine your competitive advantage and improved productivity if you can increase your engagement level to 40% or even 50%. Why don’t you get started today?

© Copyright 2017 by Dick Wells, The Hard Lessons Company

If this post was interesting and useful to you, please forward it to a friend. Thanks.

Leaders Are Pickers Too


The stars of the TV show—American Pickers—are Mike and Frank. Their vehicle is a white van labeled Antique Archaeology; their arena is the back roads of America; their passion is Americana artifacts and collectibles—things that are buried under piles of stuff, waiting to be discovered and put on display in one of their stores. They crawl around in attics, old barns, junkyards, and weed-and-snake-infested fields—looking for…well…the kinds of things you find in attics, old barns, junkyards, and weed-and-snake-infested fields. (Actually, they aren’t looking for snakes.) For example, a battery-powered, guitar-playing, mechanical monkey in a country-western outfit was a “big find” on one show. One of their heroes is Hobo Jack, located in Litchfield, Illinois. He has acres of junk waiting to be discovered, but is not an easy mark; he drives a hard bargain.

[BTW…Mike is also great a picking a place to live as he now lives in my hometown of Franklin, TN.]

Wondering what this has to do with leadership?

Most every organization, large or small, has one or more people waiting to be discovered. They, for reasons now forgotten, are buried on a hallway the leader rarely visits, hidden in the last of a row of 20 cubicles, sitting near the back of a large-church worship center, or working in a field office that is on the other side of town. They are a bit dirty and dusty; maybe dinged up some. But they could be worth a lot if discovered and encouraged or trained or challenged.

As a leader, you have a lot to do. You can’t spend all day rummaging around in the attics of your organization, but you can spend a few hours every now and then. Decide now you will become a “picker,” looking for hidden value in your company, or church, or even your family. You may be surprised who you find—someone just waiting for a chance to shine again (or shine for the first time). Imagine the satisfaction you’ll feel as you’re driving home that day!

If this post was interesting and useful, please forward it to a friend.

© Copyright 2017 by Dick Wells, The Hard Lessons Company

Different And Escape Are Not The Same Thing


Having just returned from a week on the Maine coast, I thought reading this reminder from Chapter 6 of 16 Stones would be worth your time:

I have found, at least for me, fully restorative rest only comes with escape. My body, soul, and spirit all need occasional escape from the everyday world. For years my escape has been either the North Georgia mountains or the coast of Downeast Maine—a week of nothing but coffee, a good book or two, eating catfish or lobster, and listening to the creek or watching the waves. There is no doubt in my mind that without escape, the stress of running a $400+M company or later serving a large church would have produced what Bill Hybels calls “many broken pieces rattling around inside me.”

One mistake we often make is equating different with escape. Let me clarify: taking your office to a different place is not escape. An open briefcase and ringing cellphone at the beach is different, but it is not escape. Senior pastor, you can round up a couple of pastor buddies, play eighteen holes and then have dinner, all the while talking about your church problems. That is different, but it’s not escape. Business leader, you can take your team to the Willow Creek Leadership Summit (which I highly recommend) to be inspired and challenged. That is different and worthwhile, but it is not escape. Escape is leaving it all behind, emptying your mind of your ordinary work as Exodus 20:9 calls it, and letting God repair and refresh you from head to foot. In my own experience, I have found that I can get physical rest in a couple of days; however, mental and emotional rest usually takes a week or more.

You need to escape, but who you escape with is also important. My wife, Dottie, is wired much like I am. She doesn’t need to be entertained; she doesn’t have to be sightseeing all the time; she doesn’t need to be talking all the time; a day of nothing but sitting on the porch with a good book or working a puzzle is fine with her. She is a great escape partner. My point is, choose your escape partner carefully. Remember, the purpose of escape is to detox from the stresses of your ordinary life, not just drag them to a different place.

Okay…it’s your turn…hit the road!

If this post was interesting and useful, please forward it to a friend.

© Copyright 2017 by Dick Wells, The Hard Lessons Company

Honorable Leadership


“…leadership implies duty, and honorable leadership occurs only when we live up to that duty.”

From Honorable Leadership by Bill Barnett. Read it all at http://www.barnetttalks.com/2017/07/honorable-leadership.html

This is a great reminder and worth your time.

(This article found on Three Star Leadership by Wally Post)

 

 

Are You Feeding The Hippos?


Ernesto Sirolli—dubbed The Entrepreneurship Coach by strategy+business—tells this story about one of his early failures:

[We] decided to teach Zambians how to grow food in the beautiful fertile valley where they had always lived as pastoralists, shepherding animals but planting nothing. The team imported seeds from Italy—tomatoes and zucchini—but the locals didn’t seem interested. The team tried to pay them money, but there was little in the valley available to buy. Finally, the NGO started importing whiskey and beer in order to coax the men into the fields. “We kept thinking, what is wrong with these people?”

It soon became apparent. The tomatoes appeared on the vines, huge bursting fruits that put the most bountiful Italian crops to shame. The team members were joyful, but the next morning they awoke to find every single one of the plants gone. Hippos had swarmed up from the river and begun gorging. The Italians ran to tell the Zambians what had happened. “Of course,” said the people. “That’s why we don’t plant in the valley.”

“Why didn’t you tell us?” asked the Italians.

“Because you never asked,” came the response.1

I have made the same mistake many times. One of my notable failures was when I decided I could run a shipyard without knowing anything about building ships. FAIL.

The primary advice Sirolli gives business leaders is “Shut up and listen.”

That reminds me of one of my favorite, but too often ignored proverbs: “Even a fool is thought wise if he keeps silent….” (Proverbs 17:28 NIV)

Effective communication has a pattern:
Listen first;
Then ask questions;
Talk little.

I need to learn to take my own advice.

Dick, repeat after me:
Listen first;
Then ask questions;
Talk little.

Dick, repeat after me:
Listen first;
Then ask….

Dick, repeat after me:
Listen….

If this post was interesting and useful, please forward it to friend.

© Copyright 2017 by Dick Wells, The Hard Lessons Company

1 strategy+business, The Entrepreneurship Coach by Sally Helgesen, 1 August 2014


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