Debbie Laskey's Blog

Welcome to Debbie Laskey's insights and commentary about BRANDING, MARKETING, LEADERSHIP, SOCIAL MEDIA, EMPLOYEE ENGAGEMENT, and CUSTOMER EXPERIENCES. Debbie has worked in high-tech, the Consumer Marketing Department at Disneyland Paris in France, nonprofits, and insurance. Expertise includes strategic planning, brand development, marketing plans and audits, competitive positioning, websites, communications, public relations, employee engagement, customer experiences, and social media marketing.

Showing posts with label leadership coaching. Show all posts

Monday, September 14, 2026

Let's Celebrate National Boss/Employee Exchange Day!

Do you know today's significance? If you're either a boss or an employee (and most of us are!), today's the day when you might have the opportunity to switch roles.

According to National Day Calendar, "Each year, on the Monday following Labor Day, National Boss/Employee Exchange Day offers an opportunity to see how the other half of a business works. While bosses and employees often have brainstorming sessions, exchanging positions provides insight into the business. When done with planning and communication, the exchange can lead to successful business solutions."

Recently, I read a post entitled "The Hidden Blessings of Bad Bosses" by Timothy R. McIlveene, and it's a timely article for discussion today.

McIlveene wrote, "Research shows my workplace experience isn’t unique — bad bosses are an epidemic. And they don't just derail careers. They can derail lives. Research from The Workforce Institute at UKG shows that managers influence employees' mental health as much as spouses or partners with 78 percent of workers saying poor leadership hurts performance, and 64 percent linking it to lower overall wellbeing. According to Gallup, half of the entire workforce has left jobs just to escape dismal management. A 2023 DDI Global Leadership Forecast indicated that the issue was even more widespread, finding 57 percent of employees have quit jobs directly because of bad managers. But paradoxically, as I discovered, bad bosses can also provide the shock that pushes us to grow."

(1) CONTRAST AND CLARITY:

A bad boss is a masterclass in what not to do. When you're led by someone who communicates poorly, takes credit for others' work, or fosters fear instead of trust, it becomes crystal clear what effective leadership looks like. You learn the value of listening, transparency, and accountability. Not because you read about them in a management book, but because you've lived through the consequences of their absence.

(2) CATALYST FOR CHANGE:

While good jobs make us comfortable, bad ones can make us courageous. Many professionals trace their most successful pivots such as launching a business, pursuing a degree, or moving into a new field to a period of workplace pain. Discomfort has a way of stripping away illusion. It clarifies priorities, accelerates decision-making, and reminds us that we are capable of more than survival. Sometimes the worst boss gives you the best reason to finally take a leap.

(3) CAPACITY AND RESILIENCE:

Surviving a bad boss is a crash course in emotional intelligence. You learn to manage frustration without letting it consume you, to assert boundaries without burning bridges, and to detach your self-worth from one person's opinion. You develop a thicker skin and increase your capacity for resilience. These lessons stay with you. There's also a quiet strength that comes from realizing you can endure something hard and still hold onto your integrity. That confidence becomes part of your professional DNA.

McIlveene's final thoughts were, "We tend to see bad bosses as career killers. In truth, they can be career catalysts. Their dysfunction can ignite clarity, courage, and resilience in ways comfort never could. That's the hidden blessing: they force you to decide who you want to become and what kind of life you refuse to settle for."

So, if you plan to switch roles today to celebrate Boss/Employee Exchange Day, I hope you're a good boss. But if not, remember the blessings of a bad boss.

Wednesday, March 4, 2026

Five Best Leadership Posts from 2025

Do you know the significance of today's date in American history? If you look back at the Inauguration dates of early American presidents, you'll notice that many took the oath of office on March 4th.

According to Wikipedia, "The first inauguration of George Washington took place on April 30, 1789. Subsequent public inaugurations from 1793 until 1933 were held on March 4th, the day on which the federal government began operations under the U.S. Constitution in 1789. There were some exceptions in 1821, 1849, 1877, and 1917, when March 4th fell on a Sunday, thus the public inauguration ceremony took place on Monday, March 5th. By 1932, the five-month lag between elections and the start of a Congressional session and presidential term was problematic, so the passage of the Twentieth Amendment moved the date to January 20th. Therefore, since 1937, it has taken place at noon Eastern time on January 20th — except in 1957, 1985, and 2013, when January 20th fell on a Sunday. In those years, the presidential oath of office was administered on that day privately and then again in a public ceremony the next day."

To celebrate today's tie-in to leadership, I'm sharing the five best leadership posts I read last year. Titles, authors, and highlights follow — and links are provided at the end. I hope you also find leadership inspiration from these five posts.

SHARE THIS: If you don't defend your team, you're not a leader. ~Anonymous via Gregg Vanourek #LeadershipInspiration #DebbieLaskeysBlog

14 WAYS TO HAVE YOUR TEAM'S BACK AS A LEADER by Gregg Vanourek

Gregg wrote, "Taking responsibility is key. As a leader, you must own not only your actions and results but also those of your team. When something goes wrong, you don't point fingers — even if someone clearly erred. You take responsibility while handling the issue privately to shield your people from embarrassment and blowback. Mistakes are painful enough without public shaming. By doing this, you show that you're addressing the problem and fully owning what happens on your watch."

Gregg then shared 14 ways to have your team's back as a leader. The full list is provided at the link at the end of this post, but here are my favorite five:

* Jump in when someone is overloaded and find ways to help them.

* Invest extra time to prepare a direct report for a big meeting, ensuring they can perform at their best.

* Avoid questioning your managers’ decisions in front of their teams to protect their authority.

* Defend an employee facing discrimination or favoritism.

* Defend a worker caught in a turf war between divisions.

SHARE THIS: When you have your team's back as a leader, you unlock powerful benefits: greater trust, loyalty, motivation, and retention. And a team more willing to take risks and innovate. ~Gregg Vanourek #TeamWork #Leadership #DebbieLaskeysBlog

THE BEST LEADERS ACKNOWLEDGE THEIR MISTAKES by Ahron Friedberg, M.D.

Aaron wrote, "When leaders assume responsibility, they take ownership of a situation, managing it in as many dimensions as necessary so that problems are resolved and all the moving parts operate in sync...Of course, everyone makes mistakes. Leaders sometimes make the mistake of thinking they're not supposed to make mistakes. So they fudge and backtrack. They deflect blame and offer excuses. But responsible leaders acknowledge mistakes and set about fixing them. In this sense, they take the long view. They understand that, down the road, people will respect their transparency and appreciate the proactive effort that, ideally, made things right (or, at least, better)...Everyday leaders who commit themselves to working with people — not just handing down orders — can recover from their mistakes, take on new responsibilities, stand up for ethical imperatives. They address problems in an organization as they would in their own lives: not passively, with a palpable indifference, but actively and with a commitment to do whatever it takes to succeed. They forget about their comfort zones."

How many leaders do you know who acknowledge their own mistakes and forget about their comfort zones?

WHAT DID YOU LEARN? by James Strock

After sharing a personal story, James wrote, "I regard the question, "What Did You Learn?" to be compelling, potentially transformational. I pose it to myself and others constantly. I ask it after successful or disappointing interactions with others. I ask it about relationships. I ask it after meetings or presentations. In fact, there's never a time I'm not asking it to myself and others...It’s a question that I use to challenge myself all the time...You might even want to write it down to provide greater detail, richness, and methodical creativity into the biography of the person you're becoming."

James shared examples as to how important the question (and answers) can be:

* What did you learn in your recent work experiences?

* What did you learn from your customers?

* What did you learn from your employees?

* What did you learn from your competitors?

* What did you learn from your last meeting?

* What did you learn from your most recent accomplishment?

* What did you learn from your most public failure?

THREE REASONS TO NOT FALL IN LOVE WITH YOUR OWN IDEAS by Joseph Lalonde

Joseph shared three reasons why leaders should not fall in love with their own ideas. He explained, "It's hard to put an idea that we love to pasture when we feel it could have such a big impact. However, if the idea doesn't pass the test of feasibility, someone has a better idea, or customers don't want it, then you may have to set your idea aside. [But] don't worry. There are plenty of other ideas for you to chase. They'll come to you when it is time for you to pursue them. Just remember, don't fall in love with your ideas."

This is a very important reminder for all leaders because their ideas are not always the best ideas, so they must welcome ideas from team members.

HOW TO UNCOVER YOUR BLINDSPOTS TO BECOME A MORE EFFECTIVE LEADER by Eric Jacobson

Eric wrote, "What you don't see about yourself can hold you back as a leader. That's typical for many leaders. What we don't see is what we can't see: we have blindspots. Your blindspots prevent you from achieving your greatest success." In this post, Eric shared his review of the book entitled, "Blindspotting: How To See What's Holding You Back as a Leader" by Martin Dubin (published in July 2025).

In the book, six types of blindspots were detailed plus guidance to identify and manage them. The six types were: identity blindspots, motive blindspots, trait blindspots, emotion blindspots, intellect blindspots, and behavior blindspots.

Eric shared Dubin's final comments, "We can't avoid blindspots; we can only become aware of them, and then adjust. And to be clear, there is not one type of leader, or one set of attributes. There are many combinations of identities, motivations, traits, intellectual abilities, emotional sensitivities, and behavioral characteristics that can result in success or failure. The lesson of the book isn't about becoming someone other than who you are; it's about becoming the best, most self-aware, most flexible and adaptable leader you can be, without hampering the magic that led you to be able to get where you've gotten in the first place. It's really all about being conscious and strategic with what is within your power to adjust. And you can adjust, make no mistake. People can change."

My gratitude to these amazing leadership experts for writing these posts, and I look forward to their insights during 2026. What leadership posts from 2025 stood out as memorable to you? Chime in and share.

Image Credit: Library of Congress.

Learn more about this post's image:

https://www.loc.gov/item/rbpe.2050400e/

Check out these Presidential Inauguration Addresses (on March 4th and other dates):

https://historyinpieces.com/research/presidential-inauguration-dates

Gregg's post:

https://triplecrownleadership.com/have-teams-back/

Ahron's post:

https://www.psychologytoday.com/us/blog/resilience/202511/the-best-leaders-acknowledge-their-mistakes

James' post:

https://servetolead.com/what-did-you-learn/

Joseph's post:

https://jmlalonde.com/3-reasons-to-not-fall-in-love-with-your-own-ideas/

Eric's post:

https://ericjacobsononmanagement.blogspot.com/2025/12/how-to-uncover-your-blindspots-to.html

Tuesday, March 3, 2026

National Cheerleading Week and CHEERLEADERS FOR LEADERS

Were you a cheerleader in high school or college? If yes, then you probably know lots of cheers. But if not, then you might not realize just how important the cheer team can be in creating excitement for fans in the stands.

Celebrated the first week of March every year, National Cheerleading Week is dedicated to acknowledging the contributions of cheer athletes to the world of sports. The holiday was started in 2005 by Linda Lundy, a former coach, choreographer, and judge.

According to NationalToday.com, "Cheerleading combines gymnastics, dance, and acrobatics, all wrapped up with poise and grace. It also requires week-long, sometimes, months-long intense training to put on a great show. Cheerleading requires agility, strength, flexibility, stamina, and an active mind to learn new routines. National Cheerleading Week recognizes this fact and is dedicated to bringing the spotlight to the hard work and dedication of these athletes. On November 2, 1898, a medical student named Johnny Campbell, in the spirit of the game, started cheering with the words “Rah, Rah, Rah! Ski-U-Mah! Hoo-Rah! Hoo-Rah! Varsity! Varsity! Minn-e-so-tah!” It worked magic, and the team won. This cemented his place as the world’s first cheerleader. Although the sport is female-dominated today, it wasn’t until the 1920's when women started joining the University of Minnesota, and by the 1940's, as a result of men going to fight in World War II, that women began joining in large numbers."

And now, let's pivot from the history and importance of cheerleading to an article I read recently entitled, "The 10 Cheerleaders that Every Female Leader Needs" by Deborah Grayson Riegel, a keynote speaker and consultant who teaches leadership communication for Wharton Business School and Columbia Business School and is also a regular contributor for Harvard Business Review, Psychology Today, Forbes, and Fast Company.

I'm highlighting Riegel's article for two reasons today: first, in recognition of National Cheerleaders Week that takes place during the first week of March each year; and second, in recognition of Women's History Month, an observance dedicated to the accomplishments and achievements of women in history that are often overlooked that takes place during March each year.

According to NationalToday.com, "In 1980, the National Women’s History Alliance championed for the holiday to be observed, and it was backed by President Jimmy Carter, who issued the first proclamation declaring the week of March 8th as National Women’s History Week. Since 1987, the month-long observance has been observed annually in the United States, the United Kingdom, and Australia."

Riegel began her article, "Wendy. Leslie. Michael. Ellen. Priya. Ben. Every female leader needs a support system to thrive – and those names represent (a subset of) my support system. I’m talking about our own personal cheerleading squad – the unsung heroes who have our backs, lift us up, and help us soar to new heights in our careers. Our personal cheerleaders are the folks who boost us emotionally and practically – without a risk of pulling a hammy. So, who are these magical beings, you ask? Let me break it down for you with 10 types of cheerleaders every woman needs in her corner."

Riegel provided details about 10 types of cheerleaders, and I'm going to share my five favorites below:

THE MENTOR MAVEN

According to Riegel, this person helps navigate the twists and turns of leadership by providing a wealth of experience in a specific field.

THE SPONSOR SUPERSTAR

According to Riegel, this person sings your praises behind closed doors and also opens doors to game-changing opportunities.

THE CONNECTOR CHAMPION

According to Riegel, this person understands your goals and proactively (that is very important!) makes relevant introductions.

THE FEEDBACK FRIEND

According to Riegel, this person helps you see your blind spots to grow as a leader. "They're the Simon Cowell to your American Idol audition - but nicer."

THE VISIONARY VALIDATOR

According to Riegel, this person is forward-thinking and believes in your potential. This person challenges you to take risks and seize opportunities.

When asked to explain the reason for writing the article, Riegel told me, "I wrote it because women need different kinds of support at different times, and being intentional about who's in your corner makes all the difference. Based on my work with thousands of women leaders, I've seen firsthand how the right cheerleaders help women bounce back from setbacks and keep aiming high."

For more details about the full list of ten, you'll have to read the entire article (link below). My applause and gratitude to Deb Riegel for writing this worthwhile and memorable post. I hope it inspired you today!

Lastly, here are three more leadership tips from a recent leadership conversation I had with Deb leading up to the publication of her new book, AIM HIGH AND BOUNCE BACK:

* Employees rise or sink depending on expectations.

* Three characteristics of a consensus-builder are: empathy, diplomacy, and reading the room.

* Women should play on the "women's team," but they must also play on other teams to be truly collaborative.

Tuesday, January 20, 2026

"Top 10" New Year's Resolutions for Leaders for 2026

Esteemed leadership expert (and my friend) Eric Jacobson wrote a post in December 2023 entitled, "70 New Year's Resolutions for Leaders." During January 2024, I chose ten from the list and featured them in a post, and then again, in January 2025, I chose another ten and featured them in a post.

Since Eric's list included 70 resolutions, and New Year's resolutions are on many people's minds this month, I thought I'd revisit Eric's post and choose my "Top 10" New Year's Resolutions for Leaders for 2026. With much applause to Eric, here we go:

[1] Reward how a performance is achieved and not only the performance.

[2] Say "thank you" and sincerely mean it.

[3] Follow through when you promise to do something.

[4] Hire to complement, not to duplicate.

[5] Share bad news, not only good news.

[6] Start meetings on time.

[7] Support mentoring - both informal and formal mentoring.

[8] Don't delay tough conversations.

[9] Have an open door policy.

[10] Do annual written performance appraisals.

And because I've been a passionate reader my entire life, I will repeat (and always include) this annual resolution: "Read leadership books to continue your leadership journey." Don't forget to read works of fiction because they ALSO contain important leadership lessons.

Lastly, here's one of Eric's favorite quotes from a previous appearance on my blog:

Thursday, February 20, 2025

Tips to Celebrate #NationalLeadershipDay!

Today, February 20, is National Leadership Day. According to National Day website, "The aim of National Leadership Day is to instill the values of leadership in each one of us. A good leader not only leads but inspires those around him/her/they to be the best versions of themselves. Anyone can be a leader — you just have to show up and encourage others to do the same...We know that an organization is only as good as its leaders, which means that having empathetic and just leaders at the top, who lead by example, creates an environment in which everyone is inspired to be their best."

Moreover, it's a day to acknowledge those who inspire, guide, and motivate others toward achieving collective goals. By celebrating this important day, we honor those who have made significant contributions and inspire others to step up and lead with purpose and dedication.

Therefore, since last summer, I shared a review of the book entitled Jumpstart Your Workplace Culture, today is a great day to again welcome leadership expert and author Eric Stone to my blog as we discuss and promote leadership. Highlights of our conversation follow a brief introduction.

Eric D. Stone is a dynamic leader whose passion for business fueled a remarkable 26-year career at Enterprise Holdings, where he rose to become one of the most celebrated Regional Vice Presidents in the company’s history. Leveraging his expertise in cultivating high-performance cultures, Eric authored the award-winning book Jumpstart Your Workplace Culture, which has inspired leaders around the world. As an international speaker, Eric captivates audiences with practical strategies and real-world insights, empowering organizations to drive engagement and achieve exceptional results. Through his company, Clear Path Ventures, he provides hands-on consulting to help leaders and teams develop tailored engagement strategies that foster transformation and measurable growth.

QUESTION: How do you think leaders should address last November's Presidential election results, since workplace culture and collaboration/teamwork could be and were impacted?

(Read the related post here:

https://katherinespinney.com/silence-is-not-the-answer/)

ERIC STONE: Presidential elections often bring heightened emotions, differing opinions, and anxieties that can impact workplace culture and collaboration. While there's no one-size-fits-all solution, leaders should anchor their response in the organization's core values, ensuring clarity and stability during uncertain times.

Regular touchpoints, such as one-on-ones, team meetings, pulse surveys, and town halls, create opportunities to engage with employees, address concerns, and foster dialogue, helping to mitigate polarization and promote mutual respect. Additionally, investing in training for managers on how to handle sensitive topics with empathy and professionalism is crucial. Equipped with the right tools, managers can navigate difficult conversations in a way that fosters respect, trust, and collaboration, preventing conflict and maintaining a positive, high-performing workplace culture.

QUESTION: In an article by Barbara McQuade in TIME Magazine, she wrote, "The real danger when a leader traffics in half-truths and conflicting claims is that people don't know what to believe." Instead of looking at leaders' actions, let's flip the script. How can employees keep their leaders honest?

(Read the referenced article here:

https://time.com/7173492/second-trump-term-misinformation-essay/)

ERIC STONE: To keep leaders honest, employees must be proactive and intentional in their approach. First, employees should be observant and identify inconsistencies in messages or plans, raising questions that prompt leaders to clarify their positions. This can be done respectfully and with a focus on company values, emphasizing the importance of honesty and integrity. Employees should use data, facts, and examples to support their points, creating a foundation for productive discussions. It’s also essential for employees to collaborate with peers, uniting in a shared commitment to transparency and ethical behavior. Lastly, employees should leverage formal channels, such as feedback mechanisms or employee forums, to escalate concerns when necessary, demonstrating a commitment to maintaining the organization's values and ensuring that trust remains intact.

QUESTION: Erika Andersen wrote in a Forbes article, “This is the first time in history that four distinct generations are together in the workplace: Boomers, Gen X, Millennials, and Gen Z." What are some insights or advice to help everyone work together successfully?

(Read the referenced article here:

https://www.forbes.com/sites/erikaandersen/2015/05/06/what-planet-are-you-from-5-ways-to-get-along-with-people-who-arent-like-you/)

ERIC STONE: With up to five generations now in the workplace and ongoing debates about flexibility — whether in-person, remote, or hybrid — the topic of building successful teams has never been more relevant. To bridge generational divides and create a cohesive team, it's essential to focus on five key factors of employee engagement:

(1) A strong relationship with your manager. Understanding individual motivations and tailoring your approach ensures trust and mutual respect thrive in a diverse environment.

(2) Clear communication of expectations and goals. There should be no confusion among your people about their role or what's expected of them, regardless of their background.

(3) The right materials, equipment, and information to achieve desired outcomes. Teams should have the resources, data, technology, and training to get the job done at a high level.

(4) A manager who encourages personal and professional growth. Your goal is to coach and mentor individual contributors to reach their potential inside and outside the organization.

(5) A system in which top performance is recognized. You consistently call out and reward excellence, incentivizing people to give their very best.

(Note: For more details about the five factors, check out my videos on YouTube: https://www.youtube.com/@ericdstone1)

QUESTION: Some people believe that leadership is only possible with a title, however, there are many ways to be a leader. Please share some.

ERIC STONE: Embrace the mentality of "act as if," where leadership comes from the impact you make - not the title you hold. One way to demonstrate this is through becoming a Culture Carrier — excelling at your job, taking initiative, and consistently raising the bar. When you embody the values and standards of your organization, you inspire others to do the same. You can also focus on Jumpstarting Others by taking time to help colleagues achieve their goals and advance their careers. Whether through mentoring, collaboration, or offering guidance, you build trust and nurture a team-oriented, growth-focused environment. Finally, Sharpen Your Brand by proactively developing the specific skills you want to strengthen. Seek out people with expertise you admire and align yourself with aspirational brands to stay ahead in your field and motivate others to pursue their own growth.

Friday, March 1, 2024

Are You the Type of Leader Who Speaks Last?

If you’re not familiar with the name Hortense le Gentil, get ready to be inspired by some valuable leadership take-aways. She stands out wherever she appears in the digital landscape, whether as a guest writer, her own website, or on Twitter/X (where we met) - and now, here on my blog. Recently, Hortense and I had a discussion about leadership, and highlights follow a brief introduction.

Hortense le Gentil is a world-renowned executive leadership coach, speaker, and author. Her coaching work focuses on CEOs and senior executives on their journey from hero leaders to human leaders. She is the author of the widely acclaimed book Aligned, and recently released her latest book entitled, The Unlocked Leader: Dare to Free Your Own Voice, Lead With Empathy, and Shine Your Light in the World. Le Gentil’s thought leadership is informed by 30 years in business, working across industries including media consulting and advertising, and as an entrepreneur. Her thought-leadership has been featured in Harvard Business Review, Forbes, Fast Company, Inc., Business Insider, and ThriveGlobal.com. Le Gentil grew up in France, where she was a competitive show jumper during her youth.

QUESTION: You included an inspirational quote in an article for Fast Company: "The most effective human leaders are those who have successfully re-positioned their role from quarterback to coach. Their job is no longer to handle the ball and score points; it is to inspire and support the players to give the best of themselves and make sure they play as a team so together they can score points. In other words, leading requires different attributes and behaviors than managing." Can you please elaborate as to how this plays out in office scenarios where office politics, silos, and big egos exist.

(Read full article here: “Why leaders should always speak last” at https://www.fastcompany.com/90965196/why-leaders-should-always-listen-first-and-speak-last)

HORTENSE LE GENTIL: It's a profound shift from being a "doer" to a "facilitator." In the throes of office politics and strong egos, it's the leader's duty to create an empowering atmosphere where each person feels safe to express themselves and knows that their contributions are valued and heard. This requires a leader to adopt new tools and skills. A clear vision is paramount — as the captain of the ship, you must communicate this vision to your team. You must become adept at listening and understanding – speak less, and when you do, speak last to ensure everyone's voice is heard. Leadership is about understanding what drives you and your team. Be like a real-life Ted Lasso! This is not just a change of actions but a transformation of mindset.

Tuesday, November 1, 2022

Good Leaders Empower Others

To quote Matthew Kobach (@mkobach), "Twitter is a key that unlocks thousands of doors, some of which you never even knew existed." As a member of the Twitterverse for 13 years, I always enjoy meeting new people and learning from them. I recently connected with Diane Najm from Seattle, Washington, and invited her to appear here on my Blog in a Q&A discussion about leadership and the employee experience. Highlights of our conversation follow a brief introduction.

Diane Najm, who previously worked in social work, is the CEO/Founder of two tech platforms in the photo and digital content marketing space (PhotoPad, a consumer photo app on Facebook in 2010; and PhotoPad for Business in 2016). She is also a keynote speaker, an advocate for women, a mentor in the startup community, and advisor to youth groups and women's organizations. She is the recipient of Women of The Year and Mom in Business Awards; and has also received nominations for Innovative Startup and Startup of the Year. She was named Top 101 Marketing Startups In Seattle, Philanthropist with Nonprofits for Foster Kids, and Educational and Scholarship Nonprofits Benefiting Women. She regularly speaks about entrepreneurship and leadership.

QUESTION: You are a CEO and founder of your own company. How did that happen?
DIANE NAJM: Being Greek, I am a lifelong storyteller and loved taking photos. I accidentally fell into the entrepreneurial world after launching a photo sharing app on Facebook and grew it to over 250K users while being a Social Worker. As photos and storytelling became popular on social media, I moved our software to the web to reach a larger audience as I forecasted small businesses would need to use storytelling as a way to increase engagement and trust with their audiences, which would drive sales. As a small business owner myself, I knew we didn't have the budget and resources like big companies did, and this is why PhotoPad is a turnkey solution, so small businesses could have digital presence on all social media and marketing platforms without breaking the bank or taking too much of their time.

QUESTION: Janet Yellen, the current and first female Secretary of the Treasury, has been described as, "A proven leader who knows how to build consensus, the kind of person who makes everybody around her better." What three characteristics are necessary to create a consensus-builder?
DIANE NAJM: As a leader, it's important to have listening, empathy, and authentic skills to build a culture of trust and openness. In addition, I strongly believe in empowering everyone around me to be a part of the team and that THEIR contribution is important to the success of the company.

QUESTION: You are an advocate for women in leadership roles, so on a related topic, what is your favorite RBG (Ruth Bader Ginsburg) quote, and why?
DIANE NAJM: This is my favorite RBG quote: "I am a very strong believer in listening and learning from others."

I believe that nothing is absolute without change, there is no growth! Listening and learning advocates for change and growth. I am a lifelong learner personally and professionally and want to evolve in my knowledge as a leader and encourage this with those around me. In addition, we become more creative, innovative, competitive, productive, and empower others by fostering a culture for everyone to reach their full potential. We all benefit from this.

Furthemore, when I demonstrate the value of learning as a leader to others on my team, in my circle or people around me, I conveying that learning is valuable and will encourage people whether its my team or those around me to share their ideas. They understand the importance of diversity and different
perspectives, and we all gain from this.

Finally, with the challenges of COVID in the past couple of years, effective leaders who continue to listen and learn throughout the pandemic were able to adapt to the crisis and lead more effectively.

TWEET THIS: We become more creative, innovative, competitive...by fostering a culture for everyone to reach their full potential. ~@dianenajm #DebbieLaskeysBlog

QUESTION: If you could have dinner with any three people from history or the current era, who would you choose, and why?
DIANE NAJM: This was a hard question to answer, there are so many people that I would want to have dinner with from historical figures, fashion icons, musical geniuses, women leaders, and more. The three people I find truly inspiring all have contributed to change in our world, pushed the limits, in our thought process to be better leaders, started the crack in the ceiling for women like me today to be who we want, follow our passion and be advocates for change. I would be curious how they see the world today.

(1) Ruth Bader Ginsburg represented change and showed all of us how her leadership by entering into an outdated industry would bring the change needed in an outdated system. As a social worker, I wanted to be about change, to make change in the world, and Ginsburg strived for justice despite what others said or thought and showed how how it was done. Even in her last few days, she was listening and learning.

(2) Marie Curie was a scientist and won the Nobel Prize twice! This was a time when women were not respected, and science was not a place for women. I think she is amazing and an inspiration to all women.

(3) Mother Teresa also received the Nobel Prize, and devoted her life to working among the poorest of the poor in the slums with dying children. I admire her work as it relates to my background in social work and philanthropy to help children heal from abuse, advocate for change, and give back so children can have a better life.

QUESTION: One of my favorite leadership quotes is from author and consultant Mark Herbert (@NewParadigmer on Twitter): "Leadership doesn't require you to be the smartest person in the room. It requires you to block and tackle for others." What does this quote mean to you?
DIANE NAJM: I always believed that if you feel like you are the smartest person in the room, then you
are not a good leader. I believe that when you surround yourself with people who are smarter than you, then you learn, grow, and become a better leader, and your team feels empowered to become leaders themselves. In addition, your employees understand that their input and strategies are important. When people around you have that sense, then you are an effective leader. Fostering a culture that everyone is a part of and equally important is a great morale booster for everyone; and it maintains longevity and loyalty with your team.

TWEET THIS: When you surround yourself with people who are smarter than you, then you learn, grow, and become a better leader. ~@dianenajm #DebbieLaskeysBlog

My thanks to Diane for sharing her leadership insights and for appearing here on my Blog.

Image Credit: Hannah Busing via Unsplash.

Connect with Diane using these links:
Facebook: https://www.facebook.com/PhotoPadStory
Twitter: https://www.twitter.com/PhotoPad
Instagram: https://www.instagram.com/photopadforbusiness
LinkedIn: https://www.linkedin.com/in/dianenajm
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Monday, October 17, 2022

Culture Starts at the Top - But All Employees Shape It

To quote Matthew Kobach (@mkobach), "Twitter is a key that unlocks thousands of doors, some of which you never even knew existed." As a member of the Twitterverse for 13 years, I always enjoy meeting new people and learning from them. I recently connected with Shani Magosky from New York, and invited her to appear here on my Blog in a Q&A discussion about leadership, onboarding, corporate culture, and the employee experience. Highlights of our conversation follow a brief introduction.

After many years of diverse leadership experience across multiple industries, Shani Magosky started her leadership development consulting and executive coaching practice, The LeaderShift Project. Having worked for venerable institutions and unknown startups, in a range of economies from bubble to recession, and in revenue-producing, advisory, and senior leader roles, Shani's broad experience enables her to help executives and teams achieve "BHAGs" (Big Hairy Audacious Goals) at a wide range of Fortune 500 and private companies, startups, universities, trade groups, and nonprofits. In addition, Shani designs and facilitates breakthrough team coaching and other highly interactive workshops that are relevant, fun, and memorable so learning has the best chance of being retained and applied on the job. She is also the author of The Better Boss Blueprint and host of The LeaderShifter Show podcast. In her free time, Shani can be found rock climbing, mid-vinyasa at her favorite yoga studio, hurtling down black diamond slopes, riding her Harley, or watching college football.

QUESTION: You wrote an e-book about hiring in the post-pandemic era. Can you briefly explain what led you to write the e-book, and also share some of the highlights?

(Check out the e-book at this link: https://theleadershiftproject.com/free-resources/post-covid-hiring/)

SHANI MAGOSKY: I observed that many of my clients and other employers were having difficulty finding qualified candidates. According to a ManpowerGroup survey, 69% of U.S. employers are struggling to fill jobs. In 2010, it was only 14%. Of course, this dynamic relates to the "Great Resignation," but it’s broader than that. Company culture also plays a huge role in attracting and retaining top talent.

The e-book was created to help organizations take steps to make changes within. A few tips focus on nontraditional ways to find more candidates and how to identify "good clay" talent with transferable skills. But most of what I offered was advice on how to adjust internal hiring practices.

To clarify further, I envision "good clay" talent as individuals who share an organization's values and are passionate about an org's products and services. It is easy to "shape" these people into acquiring the knowledge and skills they will need to succeed in their new roles. Some of their qualities might include: high emotional intelligence, innovative thinking and creativity, sincere motivation, the desire to learn continuously, and a growth mindset.

QUESTION: How can all members of the C-Suite care more about onboarding, which directly impacts corporate culture and employee engagement?
SHANI MAGOSKY: The employee experience (EX) doesn’t start with onboarding; rather, it starts the moment a candidate reads a job description because it is emblematic of the culture. Culture starts at the top, so the C-Suite is responsible for cultivating culture and brand, both internally and externally.

Executives should ensure that they hire the right Human Resources leaders who will carry out the mandates for an EX that aligns with a culture and brand. I have seen too many otherwise great companies with CHROs who do more harm than good for the culture, and that is ultimately the CEO who is responsible for tolerating that.

The onboarding process should not only feature relevant and high-quality training, but also pay equal attention to integrating new hires into the team to build meaningful connections with their colleagues from the start.

All employees, not just people leaders, should be held accountable for creating a positive corporate culture. The cost of turnover is high and almost always underestimated because people don’t consider the costs that are more difficult to quantify, such as, the opportunity cost associated with a vacant role and damage done to customer relationships.

A sense of belonging, authentic connections, trust, and alignment with the company's mission, values, and culture are the primary drivers of employee engagement and retention.

TWEET THIS: Culture starts at the top, so the C-Suite is responsible for cultivating culture and brand, both internally and externally. ~@leadershiftproj #DebbieLaskeysBlog

TWEET THIS: All employees, not just people leaders, should be held accountable for creating a positive corporate culture. ~@leadershiftproj #DebbieLaskeysBlog

QUESTION: Many years ago, I had a boss who told me "to lower (my) expectations" when it came to the employees who reported to me. How would you have responded in that situation?
SHANI MAGOSKY: Leaders need to look in the mirror and ask themselves what role they play (or not) in setting their team members up for success. Leaders should coach their teams instead of simply teaching and directing. Coaching unlocks potential that no amount of knowledge ever will. Coaching empowers people to solve their own problems, make better decisions, shift their mindsets and habits, and contributes to ongoing career development. Coaching is what supports talent in important areas that can not be taught or demanded.

It's not always easy to be a coach, especially if one is trying to help someone who doesn't want to be helped. Effective leaders must ultimately recognize when a person may not be the right fit. Paraphrasing from Jim Collins’ book Good to Great, we must have the right people in the right seats on the right bus.

Besides, how does that reflect on a leader if they have low expectations? On top of that perception problem, a toxic environment is created for the high performing members of a team when consistently low performers aren’t managed out.

TWEET THIS: Leaders should coach their teams instead of simply teaching and directing. ~@leadershiftproj #LeadershipTip #DebbieLaskeysBlog

TWEET THIS: We must have the right people in the right seats on the right bus. ~Jim Collins via @leadershiftproj #EmployerBranding #DebbieLaskeysBlog

QUESTION: If you could have dinner with any five leaders from history or corporate America, who would you choose and why?
SHANI MAGOSKY: Here are my five:
(1) My grandfather Simon died before I was born, and I’m named for him. Everyone who knew him tells me what an incredible man he was. Smart, loving, funny, great son/father/friend/doctor. He served our country in WWII operating on soldiers in flight who might not make it to a military hospital alive. He was a badass, and I’m so sorry I never got to meet or get to know him.
(2) Elon Musk - no brainer; no explanation needed!
(3) Deputy Director of DARPA - I’m inspired and grateful for the innovative technologies they’ve developed not only for national security but also for organizations and the world. I use their acronym VUCA (volatile, uncertain, complex, ambiguous) with leaders all the time to describe the business climate in which they operate in today.
(4) Michelle Obama - I admire her so much not only for how she represented the role of First Lady but also how she put her family first while living in the White House when it was not easy to do. She describes in her book about telling the Secret Service they needed to figure out how the Obama girls could still do play dates at friends’ homes. And she wouldn’t take no for an answer.
(5) Ronald Regan - to learn first hand about the end of the Cold War.

QUESTION: One of my favorite leadership quotes is from author and consultant Mark Herbert (@NewParadigmer on Twitter): "Leadership doesn't require you to be the smartest person in the room. It requires you to block and tackle for others." What does this quote mean to you?
SHANI MAGOSKY: I have to admit that I both agree and disagree with this quote. Leaders should block and tackle for others. Their position in the organization allows them to mitigate or remove bottlenecks and/or barriers to success so individuals and teams can reach their goals.

However, sometimes, employees should navigate these situations for themselves in order to learn and grow. Rather than blocking, tackling, and giving all the answers, help people come up with their own solutions when such circumstances arise (this goes back to coaching). If part of the solution entails a leader stepping in to block/tackle, then do it. But don’t assume it’s necessary all the time because it could thwart their development and be disempowering.

My thanks to Shani for sharing her leadership insights and for appearing here on my Blog.

Image Credit: Debbie Laskey, MBA.

Connect with Shani on these links:
Company Website: https://theleadershiftproject.com/
Facebook: https://www.facebook.com/theleadershiftproject
Twitter: https://twitter.com/leadershiftproj
Instagram: https://www.instagramcom/theleadershiftproject/
LinkedIn-Shani’s Profile: https://www.linkedin.com/in/shanimagosky/
LinkedIn-The LeaderShift Project Company Page: https://www.linkedin.com/company/the-leadershift-project/
YouTube Channel: https://www.youtube.com/channel/UCyMzJQndiH6AvvdWbb_cygw

Wednesday, December 1, 2021

Comfort Zones and Leadership

Thanks to social media, over the last 13 years, I have had the privilege to meet a variety of amazing marketing, leadership, and customer experience experts. One of these experts is Melanie Benson from Los Angeles. We recently had a discussion about leadership, coaching, and comfort zones, and highlights follow below Melanie's bio.

Melanie Benson, Authority Amplifier for Expert-preneurs, shows her clients how to stand out in a crowded market and attract opportunities. She has a proven track record of accelerating results for her clients. She’s host of the Amplify Your Success Podcast, author of Rewired for Wealth, co-author of Voices of the 21st Century, and has been featured in Bloomberg BusinessWeek, Woman’s Day, and Parenting. Visit her online at MelanieBenson.com and connect on Twitter @melcoach.

QUESTION: You use the word AMPLIFY a great deal. What does that word mean to you and your business?
MELANIE BENSON: To spread your business message, make a greater impact, and exponentially increase your revenue is the goal -- but most people work ten times harder than necessary to accomplish this. When you amplify, you are able to grow exponentially with very little effort. When I work with entrepreneurs who are building a business around their expertise, they often have a million things to accomplish with very little time. Anything that helps them amplify their results without having to work twice as hard is a game changer. I also find that AMPLIFY is a powerful word that integrates the masculine ACTION and the feminine of CREATION, so that it feels exciting to both male and female entrepreneurs.

QUESTION: You wrote a blog post entitled, "Five Signs You Are Meant to Lead." Can you share some key highlights from that post?

(Post referenced: https://melaniebenson.com/5-signs-you-are-meant-to-lead/)

MELANIE BENSON: Often, someone with a powerful message and great work that can help others feels like a best kept secret in their market. If you are meant to lead, then there is something about you, your work and your leadership style that can positively impact others.

Sometimes an entrepreneur doesn’t really feel like they are “leadership material,” and they shy away from influencing others. But the truth is, we influence others all the time! We lead our children, we direct our team members, and if we work with clients, we often inspire their actions on a daily basis. When we “own” our leadership role, we can not only have a greater impact, but we also can learn how to be a better leader.

TWEET THIS: When we “own” our leadership role, we can not only have a greater impact, but we also can learn how to be a better leader. ~@coachmel #LeadershipTip #DebbieLaskeysBlog

QUESTION: What three things should a person do to get out of their comfort zone?
MELANIE BENSON: A comfort zone is where most of us like to live: a mental space where we know what to do, how to do it, and have a sense of control over our lives. As an entrepreneur who wants to make a greater impact and grow his/her/their revenue potential, a comfort zone keeps you trapped right where you are.

Three things I often coach my clients to do to get beyond their comfort zones are:
[1] Set a goal you have no idea how to pull off (and the idea of accomplishing it inspires you, so you imagine it often).

[2] Focus on what you want, not how to get there. Stop trying to figure it all out. Instead, keep your thoughts and actions on taking the next steps. Ask yourself, “Who would I have to be for this to feel easy to accomplish?”

[3] Challenge yourself to shatter limits and fears and stretch your paradigm of what you believe is possible. Do something every week that is not comfortable so that you get used to feeling “outside” of your normal approach to things.

When you decide to push through your comfort zone, it's common to have all kinds of challenges, fears, and a very logical set of reasons why it can’t work. We call it Upper Limiting. I invite you to check out an episode of my Amplify Your Success podcast where I share how to recognize and move beyond this common trap: https://melaniebenson.com/upper-limits-podcast/.

QUESTION: You are a passionate advocate for women in leadership roles, so on a related topic, what is your favorite RBG (Ruth Bader Ginsburg) quote, and why?

MELANIE BENSON: RBG was a powerful force for good in our world. She shattered limits and accomplished what many women didn’t believe was possible. One of her quotes that inspires me is: “Fight for the things that you care about, but do it in a way that will lead others to join you.”

For those who are building a business with the intention of creating positive change in the world, we often have to battle many who don’t believe in our vision, and who won’t support our efforts. To take on this challenge, we have to inspire others to take action that they may not believe in at first. Being a leader who inspires is a million times more sustainable that being someone who forces, uses fear tactics, manipulates, or hurts others to make their point. When leaders inspire others to join their efforts, they create a movement, and THAT is what creates lasting change.

TWEET THIS: When leaders inspire others to join their efforts, they create a movement. ~@coachmel #LeadershipTip #EmployeeExperience #DebbieLaskeysBlog

QUESTION: You shared a tweet by Mark Twain on Twitter: "Keep away from people who try to belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great." What does that quote mean to you, and why is it your inspiration?
MELANIE BENSON: Two out of five of my entrepreneurial clients feel a lack of support in achieving their goals in their home or environment. Three out of five of my clients have had a mentor who shamed them or used fear tactics to try to get them to take action.

The work I do with my clients is very different from most “coaches” out there. I find the superpower inside them and help them amplify it so that they transform their wisdom into wealth. I don’t need to use fear or shaming to get people into action. I uncover what lights their fire and show them how to accomplish their goals so that they get what they really want. Sometimes I have to do some mindset recoding to help them believe in themselves again.

In my experience, a great person has a unique talent to make someone feel they are capable of accomplishing anything they want in life. That is my personal aspiration – to be that kind of force for my clients and the world.

My gratitude to Melanie for sharing her leadership and coaching insights and for appearing here on my Blog.

Image Credit: Twitter.

Monday, May 24, 2021

3 Leadership Secrets: Build Consensus, Be Open to Challengers, and Delegate

If you’re not familiar with the name Erika Andersen, then get ready for some valuable leadership take-aways. She is someone who stands out wherever she appears in the digital landscape, whether as a guest writer on Forbes, her own website, or on Twitter.

Erika Andersen is the founding partner of Proteus, a coaching, consulting, and training firm that focuses on leader readiness; and over the past 30 years, she has developed a reputation for creating approaches to learning and business-building that are tailored to the challenges, goals, and cultures of her clients. Erika and her colleagues at Proteus focus on helping leaders at all levels GET ready and STAY ready to meet whatever the future might bring. In addition, Erika is the author of many books as well as the author and host of the Proteus Leader Show, a regular podcast that offers quick, practical support for leaders and managers. Follow on Twitter @erikaandersen and @ProteusLeader – and also on the web at www.proteus-international.com. Erika and I recently had a discussion about leadership, and highlights follow below.

QUESTION: When President Obama introduced Janet Yellen as the new Federal Reserve Chair in October 2013, he said, "Janet Yellen is a proven leader who knows how to build consensus, the kind of person who makes everybody around her better." Certainly, President Biden remembered this when nominating her as the first woman Secretary of the Treasury. What three characteristics do you think are necessary to create a consensus-builder?

Blog post referenced: What Kind of Leadership Legacy Are You Creating?
https://debbielaskey.blogspot.com/2013/10/what-kind-of-leadership-legacy-are-you.html

ERIKA ANDERSEN: The first three things that come to mind when I hear “consensus builder” are listening, “fair witnessing,” and generosity.

Listening – true, deep listening, where your intention is to fully understand what the other person is saying – is foundational to all good leadership and management, in fact to all healthy relationships. It’s especially necessary to building consensus: understanding what all parties think and feel is the core pre-requisite for being able to find a solution that includes the most important elements of each person’s point of view. It also assures that each person will feel heard and respected – which goes a long way toward “unsticking” people from rigid positions.

Being a fair witness, which I talk about a lot, means being as objective and neutral as possible. That becomes more challenging the more emotionally attached we are to a topic. If, as the person responsible for finding consensus, you can maintain a neutral focus on finding the best outcome for the greatest number of people (vs. lobbying for your preferred solution), I’ve found that helps everyone become more objective and less likely to simply argue for their own outcome.

Finally, generosity. Such a critical leadership capability – especially when emotions are running high and people have different and strongly-held viewpoints. If you as the leader can assume positive intent about everyone involved – that they are advocating for what they truly believe is the best outcome – it provides a powerful hopeful example that makes it less likely that people will fall into negative and limiting beliefs about each other, and much more likely for consensus to be achieved.

QUESTION: Last year was the “year of women” in visible seats of influence - see my Blog post written in December. From your personal and consulting experiences, how can more women earn positions of influence in business, law, medicine, nonprofit, etc.?

Blog post referenced: 2020 Was the Year of Women
https://debbielaskey.blogspot.com/2020/12/2020-was-year-of-women.html

ERIKA ANDERSEN: I have great faith in the younger generations – Millennials and Gen Z – who now make up a majority of the workforce, and who will continue to grow as a force over the next decade. They are more diverse than previous generations, and more progressive in their thinking and actions regarding inclusion and collaboration of all kinds. The people I know in their 20’s and 30s expect that women – and people of color – will have power and influence commensurate with their skills, capabilities and ambition. I think that means that the future is in good hands.

But what about now? First, I would hope that any woman who is now in a position of power and influence will do her best to be a model of representation, and to remove obstacles and provide opportunities for those who are coming up behind her. I would also encourage powerful women to turn to their male colleagues and help them understand how they can be practical allies by creating more opportunities for women to succeed.

And all of us can, with kindness and hope, recognize in ourselves and point out to each other where we might have limiting assumptions about women – and people of color, the disabled, LGBTQ+, and other marginalized people. And once we recognize those limiting assumptions, we can all work to question and work against them, so that we invite and welcome a more diverse group of people into positions of power and influence.

QUESTION: I read a recent post from Wharton that shared the concept that all leaders need to be surrounded by a “challenge network.” Can you elaborate on this?

Blog post referenced: Why You Need a “Challenge Network”
https://knowledge.wharton.upenn.edu/article/why-you-need-a-challenge-network/

ERIKA ANDERSEN: I love this idea – that leaders need people who will challenge their ideas and conclusions. I talk about something like this in my book “Leading So People Will Follow,” where I contend that leaders need “Wizards, Well-wishers, and Wildcards.”

Wizards are those people who know things you don’t know, and who can help you break through your image of yourself or of what’s possible and find new solutions and new ways of operating – part of what you can get from a “challenge network.”

Well-wishers are the opposite of a challenge network: they’re the people who genuinely think you’re marvelous, and truly want the best for you (which I think is also invaluable –being challenged all the time is demoralizing and unhelpful).

Wildcards are those people from whom you get unexpected value – they may seem negative, or grouchy, or just weird, but they have insights, skills or assets that can support you to achieve an outcome or solve a problem better than you could yourself. The essence of what a challenge network provides!

A lot of research over many years has shown that one of the biggest predictors of leadership failure is an environment where others can’t or won’t push back on the leader’s decisions. Having a challenge network filled with Wizards and Wildcards helps make sure that doesn’t happen.

TWEET THIS: One of the biggest predictors of leadership failure is an environment where others can’t or won’t push back on the leader’s decisions. ~@erikaandersen #LeadershipTip #ChallengeNetwork

QUESTION: Many people believe that leadership is only possible with a title. But there are many ways to lead and to be a leader. How do you counsel your clients to promote from within and build people up?

To read more on this topic, check out this Blog post: Spot these types of hidden talent in your organization:
https://www.smartbrief.com/original/2020/08/spot-these-types-hidden-talent-your-organization

ERIKA ANDERSEN: A lot of our coaching of leaders focuses on helping them become better developers of people. In addition to teaching them the core skills of feedback, delegation and coaching, we also encourage them to think about applying the “hedgehog” model Jim Collins popularized in Good to Great, where he noted companies that become great find the intersection among three things: what they’re best at, what they’re passionate about, and what “drives their economic engine” (i.e., makes them sustainably profitable).

Leaders can apply this to their folks by helping them think through what they’re best at and most passionate about, that will drive the organization’s economic engine. In other words, to focus their coaching and development on those areas where the employee would love to improve, where they can become really excellent, and where the company needs more capability.

Too often, leaders try to coach and develop just based on what the company needs, without thinking much about the employees’ interest or natural talent. And employees sometimes over-focus on what they’re passionate about, without thinking enough about whether they can get really good at that thing – or whether the company needs it.

And once you, as a leader, have helped an employee get clearer about what they could be best at and passionate about, that will drive the company’s economic engine, it’s important to determine two other things. First, you need to find out if the employee is really willing to make the effort needed to grow (and, unfortunately, you can only really know that by seeing how they respond to growth opportunities). Second you need to have a “coach mindset” about that employee, which we define as “believing in their potential and wanting to help them succeed.”

If all these things align, you get to have that wonderful experience of watching someone grow, knowing that you’ve helped.

TWEET THIS: Too often, leaders try to coach and develop just based on what the company needs, without thinking much about the employees’ interest or natural talent. ~@erikaandersen #LeadershipTip #LeadershipCoaching

QUESTION: You wrote a post published in Forbes comparing great leaders to movie heroes. Can you explain this comparison?

Blog post referenced: What Do Great Leaders And Movie Heroes Have In Common?
https://www.forbes.com/sites/erikaandersen/2015/07/20/what-do-great-leaders-and-movie-heroes-have-in-common/

ERIKA ANDERSEN: I just used the movie hero comparison as an interesting way to tee up the importance of delegation!

It’s easy to think that being a hero means doing everything yourself. But in almost every good movie, one of the things the hero learns is how essential it is to have the support, collaboration, and skills of others – that achieving difficult outcomes is almost always a group effort.

And leaders who are good at delegation, who have and use the skills and the mindset needed to share power and responsibility, are much more likely to build teams of capable and motivated people who achieve great things. Then, they all get to be real heroes!

QUESTION: Lastly, you have another inspiring leadership book out later in the year (October). How does it differ from “Growing Great Employees,” “Being Strategic,” “Leading So People Will Follow” and “Be Bad First”?

ERIKA ANDERSEN: Thank you for asking! The new book is called Change from the Inside Out, and it first explains the simple, predictable process any individual has to go through in order to make any change – we call it the Change Arc. Then it offers a model for cascading any change throughout an organization, by focusing well and consistently on the nuts-and-bolts necessities of change while supporting everyone in the organization through their own mental and emotional Change Arc.

The book offers new insights and models, and leverages many of the core skills and models you’ve seen in my earlier books, all in the service of helping leaders, their teams, and their organizations become more change-capable – better able to thrive and grow in this era of continual, disruptive change. I hope that’s a good “trailer for the movie” – and I look forward to having a more in-depth conversation about it as the publication date draws nearer this fall!

My heartfelt gratitude and appreciation to Erika for appearing on my Blog again and for sharing her leadership insights!

For more inspiration, check out Erika’s previous appearances on my Blog:

Review of: Leading So People Will Follow by Erika Andersen (October 2019)
(Fall Back to Reading with 12 Thought-Provoking Business Books)
https://debbielaskey.blogspot.com/2019/10/fall-back-to-reading-with-12-thought.html

Leadership + Strategy = Amazing Employee Experience (November 2018)
https://debbielaskey.blogspot.com/2018/11/leadership-strategy-amazing-employee.html

Review of: Be Bad First by Erika Andersen (October 2018)
(Fall Reading Recap: Leadership, Branding, and Voice of the Customer Marketing)
https://debbielaskey.blogspot.com/2018/10/fall-reading-recap-leadership-branding.html

Are You the Type of Manager Or Leader YOU Would Follow? (January 2014)
https://debbielaskey.blogspot.com/2014/01/are-you-type-of-manager-or-leader-you.html

25 Employee Engagement Tips to Improve Your Workplace
https://debbielaskey.blogspot.com/2013/08/25-employee-engagement-tips-to-improve.html

Want to be Nicknamed Strategy Guru? (July 2011)
https://debbielaskey.blogspot.com/2011/07/want-to-be-nicknamed-strategy-guru.html

Image Credit: Etsy.

Monday, August 5, 2019

Leadership Is a Marathon, Not a 100-Yard Dash

Doug Dickerson, a leadership expert, trainer, and author first appeared on my Blog back in 2010, after I read his inspiring book, Leaders Without Borders: 9 Essentials for Everyday Leaders. Doug has more than 30 years of experience in various leadership positions, and he strives to inspire others to become better equipped as leaders. You can find Doug on Twitter, on his Blog, and on his author page on Amazon. He appeared again on my Blog in 2018 when we discussed leadership priorities and leaders' legacies. With leadership always a hot topic, it's always a good time for another Q&A with Doug, and highlights follow below.

QUESTION: According to your bio on Amazon, one of your claims to fame is "to challenge one's traditional ways of thinking about leadership." Can you please elaborate with a few examples?
DOUG DICKERSON: Over the years, I've always tried to look at things from a different perspective rather than just traditional ways. For example, not long ago I wrote an article entitled "Sacred Cows and Breaking Rules." I wrote this article to challenge the traditional ways of looking at leadership. In the article, I make the case that we cannot hold onto our sacred cows in leadership if they are no longer relevant or when it hinders progress. There's no reason to hold onto sacred cows and traditions at the expense of progress just because our traditions mandate it. It's not about being contrary just for the sake of stirring things up, but rather in all things leadership, we need to constantly evaluate what we do, why we do it, and is it the best course of action for today. I like to challenge my own points of view, and I try to do the same for my readers.

QUESTION: What are three ways that modern-day leaders do not understand their employees?
DOUG DICKERSON: Possible reasons include:
(1) They are out of touch with their people. The point here is that relationships are essential to the connection between leaders and employees. If a leader is out of touch with his or her people, is not invested in the lives of his or her people, they will never fully understand him or her.
(2) They don't communicate. The modern-day leader needs to create and welcome an environment in which open, honest, and regular communication takes place.
(3) They don't understand that their employees want to feel that they are contributing and making a difference. They want to be recognized and appreciated for their contributions.

QUESTION: What three ways can modern-day leaders improve the overall employee experience?
DOUG DICKERSON: Here are my three ways:
(1) Regularly communicate values and vision and the importance of their role in fulfilling them.
(2) Be loyal and have their backs.
(3) Be approachable and stay humble.

QUESTION: What's your favorite leadership quote, and why?
DOUG DICKERSON: Actually it comes from a verse of Scripture found in James 1:19. The Message translation reads this way: "Post this at all the intersections, dear friends: Lead with your ears, follow up with your tongue, and let anger straggle along in the rear." I like it because of how it speaks to the temperament of a leader in the following three ways: Listen more than you talk. Choose your words carefully. Be even-tempered. That's just good leadership advice.

QUESTION: If you could have dinner with any leader from history, who would it be and why?
DOUG DICKERSON: Winston Churchill. He was a remarkable leader during one of the most consequential times in history. He rallied the people to believe they could win (never, never, never give up!). He was inspiring. He was determined. He had his flaws. But it was his leadership and grit that changed the course of history and life as we know it today.

TWEET THIS: Leadership is a marathon, not a 100-yard dash. ~@DougDickersonSC

QUESTION: You wrote a recent blog post entitled, "Thriving Leadership in a Calloused World," and my favorite quote was "Leadership is a marathon, not a 100-yard dash." Can you please elaborate?
DOUG DICKERSON: Leadership growth and development is a lifelong journey. It's not one to be rushed. I also recently wrote that in leadership, especially among younger leaders, there’s a tendency or temptation to want to rush the process. They want to be at a place in leadership in two or three years that has taken 30 years for others. And while the motivation and desire are commendable, there are no shortcuts on the road to maturity.

As leaders, we are always growing (or should be) and always learning. If there ever comes a time when we think we know it all or have learned it all, then we have embraced that "100-yard dash" mentality. And in leadership, that's a dangerous place to be. With a "marathon" mentality, we understand that it truly is a journey. A journey of learning, growing, maturing, successes, failures, bumps, and bruises. The 100-yard dash is over quick. The marathon takes a while - and in leadership, we need to remember, it's a marathon.

My gratitude and appreciation to Doug for appearing again on my Blog and for sharing his inspiring leadership insights.

Articles referenced in this post:
A Review of “Leaders Without Borders: 9 Essentials for Everyday Leaders” by Debbie Laskey
http://debbielaskey.blogspot.com/2010/10/review-of-leaders-without-borders-9.html

Tips to Develop Your Leadership Legacy by Debbie Laskey
http://debbielaskey.blogspot.com/2018/07/tips-to-develop-your-leadership-legacy.html

Sacred Cows and Breaking Rules by Doug Dickerson
https://www.dougdickerson.net/2019/06/19/sacred-cows-and-breaking-rules/

Thriving Leadership in a Calloused World by Doug Dickerson
https://www.dougdickerson.net/2019/06/03/thriving-leadership-in-a-calloused-world/

Image Credit: Doug Dickerson.