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An Eagle’s Eye View of Mentoring

February 23, 2014 By

Not every boy who joins Boy Scouts becomes an Eagle Scout. In fact, statistics tells us that fewer than 5% of Scouts will attain this rank. What I find especially interesting is the fact that every Eagle Scout I’ve ever met has stated that there was always at least one individual who played a key role in helping them attain the highest rank that Scouting offers; someone who served as a mentor and helped the young man achieve his goal.

In recent conversations with three gentlemen who, as youths, earned the rank of Eagle Scout, I asked them to talk about their mentors and what made those individuals Great Leaders and Great Mentors. Here are the characteristics that they cited. Unsurprisingly, each of the young men cited the same trait first …

  • They lead by example – The way great mentors live their lives and conduct themselves in all that they do constantly reinforces the values that they preach and the desire to achieve the goals that they set.
  • They want to be a mentor – Mentoring is a lot of work and the truly great mentors know it. Mentoring is not something that is done for a few minutes every now and then. It’s a full-time job because the mentor never knows when he/she is going to say or do something that rocks the mentee’s world and changes that world.
  • They are great listeners – Oftentimes, the mentee will tell the mentor what he/she needs at that point in time. It seldom is an outright statement of, “what I need today is…” Rather, the need is usually buried between the lines and the great mentor sees/hears it and determines how best to meet that need.
  • They are supportive and want to help the mentee grow – When a great mentor sees someone struggling or doing a job incorrectly, they do not criticize or make fun of the person’s struggles. Rather, great mentors see the mentee’s struggle as an opportunity to help that person grow, to become more proficient, and help is given in an encouraging way. The great mentor “catches the mentee doing something right” and then builds on that foundation to foster improvement.
  • They hold themselves and others accountable – Great mentors accept their responsibility as a mentor and hold themselves accountable for their own actions or inactions. Likewise, they hold the mentee accountable and guide the mentee to the desired outcomes by holding up a mirror of self-evaluation and asking the mentee, “what did you do well; what can you do to improve; when will you make the improvements?”
  • They often ask; they seldom tell – The truly great mentors seldom tell the person that they are mentoring what to do or how to do it. Instead, they guide them through the use of questions. They help the person discover the answers for themselves. The great mentor knows that it is not necessary for the mentee to always answer every question correctly; but instead, knowing that there is a better answer, asks more questions that lead to the better answer, the more effective solution, the best decision.

These Eagles also pointed out that Great Leaders are often great mentors, but not always. They observed that Great Leaders seek out those who have the potential to become great mentors and provide them with the opportunity to fulfill their promise and potential.

Have you had a great mentor; or, have you been a great mentor? Click “comment” and share your story of mentorship here.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Building a Legacy, Dynamic Leadership, Great Leaders, Integrity, Lead from strength, Lead with Integrity, Leadership, Leadership Qualities, What characterizes good leaders Tagged With: , , , , , , ,

Will the Leader You Follow Nurture Your Talents and Help You Grow?

February 9, 2014 By

The great entrepreneur, author, and speaker Jim Rohn remarked, “If you don’t design your own life plan, chances are you’ll fall into someone else’s plan.  And guess what they have planned for you? Not much.”

Normally, I agree with nearly everything Jim Rohn says. But, in this case, I believe that someone who is working for a Great Leader may be able to take exception to this quote.

Great Leaders have the unique ability to implement their plans for the attainment of their goals in ways that promote the growth and advancement of their followers. They recognize that with the privilege of leadership comes the responsibility to nurture the talents of those that they lead and to help the individuals on their teams grow both personally and professionally.

A Great Leader of my acquaintance used a method he called “Demonstrate/Alternate” to nurture and cultivate the skills of those he lead. He would first demonstrate how to handle a situation, encouraging the person that he was training to ask questions when they later reviewed the situation and how it was handled. Then, he would have the person he had trained deal with that situation the next time it arose. When he critiqued how the person had dealt with the situation, he would begin by asking “what do you feel you did well?”; “what would you do differently if you could do it all over again?” Only then would he offer his comments of what went well and what might be done differently.

If you want to be a Great Leader, seek out opportunities to help the members of your team grow. Provide those who choose to follow your lead with opportunities to learn by doing and promote their achievements to others who can help them grow and advance.

If you are one who follows the lead of another, you are not absolved of responsibility for your own career growth and advancement. Help your leader become a Great Leader by asking for chances to learn; first, by watching and then by doing. Take the initiative, set your goals, and create a plan that will help you reach those goals. If you do … and if you help your leader become a Great Leader … you just might find that, together, you accomplish far more than either of you thought possible.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Building a Legacy, Dynamic Leadership, Great Leaders, Lead from strength, Lead with Integrity, Leadership, Leadership Qualities, What characterizes good leaders Tagged With: , , , , , , , , ,

Great Leaders Do What’s Right … Even When It’s Not Popular

February 2, 2014 By

Opportunities to demonstrate leadership arise from time to time. In some instances, they appear at moments when the entire world appears to be teetering on the brink. Whatever action is taken will long be remembered and will be talked about for years. In other cases, these opportunities will be subtle, little noticed and without fanfare. They may … or may not … be talked about for a few seconds, minutes or hours; perhaps they will be remembered for a few days and then forgotten. Regardless, the person who would be a Great Leader must see and recognize the opportunity and take action.

While watching the History Channel recently, I saw an example of Great Leadership. The year was 1865. The war had ended and the country was trying to return to “normal”, whatever that might be. During a Sunday morning church service, an elderly black man arose from his seat in the section occupied solely by blacks, walked to the front of the church, and knelt down at the communion rail. The congregation froze. The minister stood staring, not knowing what to do. Not a sound could be heard in the church. Then, without saying a word, an elderly white man stood up and quietly walked to the communion rail and knelt down next to the black man. He knew that his action would surprise some and shock others. Yet, he did it because he knew that in the post-war world he lived in, it was the right thing to do.

His fellow parishioners recognized the man and knew that the war had left him penniless and homeless. They were, indeed, shocked; and yet, slowly, they followed his lead and walked to the front of the church to receive the sacrament of communion. They did this because they followed the lead of a Great Leader who had done the right thing. They followed Robert E. Lee.

Have you had the privilege of following a Great Leader who did what he or she knew to be the “right thing to do” even when it was not popular? Click “comment” and share your example of courageous leadership.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Dynamic Leadership, Great Leaders, Integrity, Lead from strength, Lead with Integrity, Leadership, Leadership Qualities, What characterizes good leaders Tagged With: , , , , , , ,

Leadership Through the Eyes of An Eagle

January 26, 2014 By

I recently had lunch with a young man, Joshua, who became Eagle Scout a little more than a decade ago. Knowing that he had earned this prestigious award, I asked him to tell me about the traits and skills that inspired him to say, “I choose to follow this leader.” Unsurprisingly, he told me that it was more a combination of things that would cause him to make this commitment. Here are a few of the things he cited.

  • The person is willing to lead – As a team member, Joshua looks at his co-members and asks, “who is willing to lead?”. It’s not always the person who was appointed by management. It is often another member of the team who is quietly guiding the group, offering suggestions and steering the group toward the desired outcome.
  • The person is knowledgeable – Joshua asks if the leader has knowledge of the concept; an understanding of the big picture and how the team’s undertakings fit into the ultimate goal? Is the individual able to acknowledge what he/she does not know? This last point captured my interest and Joshua elaborated by explaining that the leader does not have to be an expert; rather, must have a working knowledge and a willingness to ask for help in areas where he/she recognizes that another team member is more knowledgeable than he/she might be. When these characteristics are present, Joshua told me that he is comfortable following that individual’s lead.
  • The person seeks out and implements input from the entire group – When team members feel that they’ve had an opportunity to help shape the direction and course of a project, they have a sense of ownership. It is now their project and they want to see it through to a successful conclusion. “When I see a leader taking my input and placing it in the project,” said Joshua, “I double my efforts and willingly follow.”
  • The person communicates clearly – While recognizing that some information cannot be shared if confidentiality is to be maintained, the leader that Joshua follows never “keeps him in the dark” or withholds information that he needs to effectively do his job.
  • The person anticipates problems and points of conflict and steers a course to avoid them – Why deliberately walk into troubles? The leader that Joshua follows does his/her best to navigate a course that avoids the things that can tear a team apart. However, when the unexpected problems arise, and we all know they will, this leader efficiently and effectively shepherds the group through the problem and helps it keep its eyes on the ultimate goal. The leader does this with tact and diplomacy when possible; with determination and assertiveness when necessary. The Great Leader ensures that nothing is allowed to derail either the group or the project.

Whether these leadership roles are performed from the front of the group or the back of the room, the Great Leader, in Joshua’s mind, displays these traits and performs these acts to ensure the successful completion of the project and gives credit for success to the group as a whole.

Thanks for sharing these thoughts, Joshua!

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Dynamic Leadership, Great Leaders, Lead from strength, Lead with Integrity, Leadership, Leadership Qualities, What characterizes good leaders Tagged With: , , , , , , ,

Do Great Leaders Know How To Use Their Position To Lead?

January 12, 2014 By

I just finished reading Doris Kearns Goodwin’s book, The Bully Pulpit: Theodore Roosevelt, William Howard Taft, and the Golden Age of Journalism, and I am struck by Roosevelt’s recognition of how his position, his bully pulpit, to arouse interest in and support for causes that he felt strongly about.

Like most Great Leaders, Roosevelt recognized that he had an opportunity to help shape both public opinion and public policy in order to effect changes that he believed were essential for the betterment of society. To do this, he did several things …

  • He knew what he wanted to accomplish; his goals were clear. Great Leaders have specific goals. These goals are not vague wishes. Rather, they are specific and measurable with clearly defined deadlines.
  • He refined his message so that it was clear and understandable to anyone who would listen. In refining the message, Great Leaders create a vision that their followers can focus on as they strive to change that vision into a reality. Great Leaders inspire their followers in such a way as to make it possible for the followers to see themselves reaching the goal and enjoying the fruits of their labors.
  • He made allies of those who could help him spread his message. Great Leaders know that they cannot accomplish very much by working alone. They create alliances that are mutually beneficial to all parties. Great Leaders also make certain that their allies know how vital their role is in turning dreams into realities; and, Great Leaders share credit for the accomplishments with their allies and team members.

Do Great Leaders know how to use their position to Lead? You bet they do! Who, in your opinion was a Great Leader who used his or her position of leadership to change the world for the better. Click comment and share your opinion.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Building a Legacy, Dynamic Leadership, Great Leaders, Lead from strength, Leadership, Leadership Qualities, What characterizes good leaders Tagged With: , , , , , ,

Do Great Leaders Eliminate Negativity?

January 5, 2014 By

It’s a fact of life. There is an element of negativity in the world. We are exposed to it every day by some of the people we encounter in our daily lives. As the great platform speaker Cavett Robert once remarked,

“Some people brighten a room the moment they walk into it; others brighten the room when they leave it.”

The importance of attitude was driven home recently when a friend shared a poster with me that she had seen at a school where she was sent to work as a substitute teacher. It read,

“Entire water of the sea can’t sink a ship unless it gets inside the ship. Similarly, negativity of the world can’t put you down unless you allow it to get inside of you.”

Great Leaders know that they cannot eliminate the negativity that exists. Rather, they choose to look for and always find a way to identify the positives that surround us. They choose to embrace the positives and reject the negatives. Great Leaders recognize that, while negativity exists, it cannot bring anyone down who refuses to embrace it.

Great Leaders also inspire their followers to do the same thing. They encourage followers to share good news with one another; to celebrate each other’s victories; to encourage one another to build on strengths. At the same time, Great Leaders discourage complaining, whining, and the PLOM’s (Poor Little Old Me). Great Leaders inspire followers to look for the teachable moments when things don’t go according to plan; to identify the new opportunities that setbacks reveal.

In the final analysis, Great Leaders do not eliminate negatives. Rather, they choose to reject the negatives; to keep them on the outside where they cannot bring down the great ship “I Can Reach My Potential”.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Dynamic Leadership, Great Leaders, Lead from strength, Leadership, Leadership Qualities, What characterizes good leaders Tagged With: , , , , , , ,

Will Your Goals Create the Future You Desire?

December 31, 2013 By

I recently read a statement on the power of not only writing down goals but sharing them with others. Kristin Armstrong, a professional road bicycle racer and two-time Olympic gold medalist stated, “If we write our dreams and goals down, we dramatically increase our odds of realization. If we share them with others, they become potent and alive.”

Like everyone else, Great Leaders look at the approaching new year with anticipation; questioning what it might hold in store. Unlike many, Great Leaders take actions designed to make the coming year one that will deliver the outcomes that they desire. They do this by setting goals; personal, professional, and organizational goals.

  • They write their goals down. They articulate precisely what it is, what it will look like, what it will feel like when they reach the goal. They make the goal very specific and measurable empowering them to see precisely where they stand when measuring progress toward the goal.
  • They share those goals with others; friends, family, team members. They identify an “accountability partner” who will regularly talk with them and help them identify those parts of each goal that have been attained, which are within reach, and those that require greater efforts. These accountability partners may be a single individual or a small group of like minded people. These accountability partners serve, essentially, as a board of directors that supports and encourages the Great Leader in the pursuit of each goal.
  • Great Leaders believe that the goal is attainable and instill that belief in others. They know that they can reach the goal. They believe in themselves and their teams, knowing that, as W. Clement Stone wrote, “Whatever the mind of man can conceive and believe, it can achieve.” This belief focuses the brain on the goal with the intensity of a laser. Without this belief, there can be no focus.Great Leaders make their goals measurable. Vague goals that offer mere generalities aren’t really goals. They are wishes that have little chance of becoming realities. On the other hand, measurable, quantifiable, goals must by their nature be very specific … I will make 10 additional sales calls each week … I will write 500 words each day in my book manuscript … I will walk 3 miles every day and eat 100 fewer calories every day so that I can lose 3 pounds per week. Whatever the goal, the more specific it is and the more specifically planned it is, the greater the probability that it will be reached.
  • Great Leaders challenge themselves and those around them. Sure, it feels good to set minimal goals that require no real effort to attain, but that is a surefire way to ensure that there is no growth. Growth comes from having the courage to dream … to dream big … to set goals that truly inspire going the extra mile to make things happen. Great Leaders know that it is not possible to reach heights never before achieved if they are not reaching for the moon and the stars.
  • Finally, Great Leaders recognize the importance of giving themselves a “due date”, the date by which the goal must be accomplished. Without these deadlines, goals remain only dreams. They cannot become realities without specific deadlines. Great Leaders hold themselves accountable for reaching a goal by a specific deadline. They commit themselves to doing whatever is needed to meet the deadline.

As the sun sets on 2013, we can pause and reflect on the goals that we have previously set for ourselves. We take pride in those that have been attained. We re-examine those that were not and decide if they are still applicable to our long-term plans; and, if they are still worthy of our efforts, we refine them and develop plans to reach them in 2014. We set new goals, dream new dreams, create the future that we desire.

You control your destiny. Dream it … visualize it becoming a reality … make a plan … work your plan. The future is in your hands. Make 2014 your best year yet!

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Dynamic Leadership, Great Leaders, Lead from strength, Lead with Integrity, Leadership, Leadership Qualities, What characterizes good leaders Tagged With: , , , ,

How Can You Create A Legacy by Sending People Out Into the World?

December 16, 2013 By

The privilege of leadership brings responsibility … the responsibility of helping those that you lead to grow and develop so that they can become leaders as well. Consider …

Some managers see themselves as being responsible for assembling a staff of people who can meet the needs of their customers. Once they put that staff together, their primary concern is to keep the staff intact so that it is not necessary to identify new talent and develop it. For these managers, the status quo is the ideal that they strive to maintain.

Other managers, however, recognize that they have been given the privilege of leadership. With that privilege comes the responsibility of helping people improve their skills and cultivate new talents so that they can advance in their chosen careers. These managers have the potential to become Great Leaders. Attaining this status, though, requires that they adopt a new mindset; a mindset that measures success against a standard that involves the number of people they send out into the world to accept new challenges and opportunities. I had the privilege of working with a Great Leader who had adopted this standard.

My first agency manager, Ray, realized very early in his career that he was helped by those around him who recognized his ability to recruit, hire, and develop new agents who had the ability to advance into agency management; and, they encouraged him to use this talent and helped him increase his skills in this area. He saw the help he received as a debt that he could only repay by doing the same for others.

As he grew his agency, Ray sought out talented people and exposed them to the possibility of career growth and the opportunities that agency management could offer them. Even though promoting people out of his agency reduced his income (at least temporarily), Ray began measuring his own success in terms of the number of new agency managers he developed and allowed to leave to develop new agencies. He never begrudged them the chance to grow their careers in new directions. In fact, he encouraged them to do so if that is where their ambitions led them. At the time of his death, Ray counted 29 new agency managers as one of this greatest legacies. Ray was a Great Leader. He accepted the responsibilities that being a Great Leader entail and he thrived on those responsibilities.

Have you had the privilege of working such a Great Leader? Share your story by commenting below.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Building a Legacy, Dynamic Leadership, Great Leaders, Integrity, Lead from strength, Lead with Integrity, Leadership, Leadership Qualities, What characterizes good leaders Tagged With: , , , , , , , ,

Let Us Give Thanks For the Great Leaders We’ve Known

November 25, 2013 By

Over the years, I’ve had the privilege of knowing some truly great leaders. Some I knew in professional relationships; others through my avocations.

Looking back, I see them and the impact that they had on my life with far greater clarity than I did when I was within their circles of influence.

  • First and foremost, there was my father who taught me that leadership need not be loud and boisterous. Rather, it could be quiet while setting an example for others to emulate; that the example would speak more loudly and clearly than words could ever do. He taught me that it required patience, honor, integrity, and honesty … honesty in one’s dealings with others and when seeing one’s own talents and shortcomings.
  • There was Mr. Knapp, my Cub Scout Leader who made it a point to ensure that every one of “his” boys had a ride to den and pack meetings. He made it his mission to send us to Boy Scouts with the tools we needed to continue on the Trail to Eagle Scout.
  • Mr. Satzke was my Scoutmaster. I doubt that he ever knew the impact of the example that he set when he came to the pool at summer camp to find me. It had gotten dark and cold and dinner had already been cooked and served in camp; but, one of “his boys” was still trying to pass a canoeing merit badge requirement at the pool. He brought a jacket to keep me warm and made sure that a generous serving of Mulligan Stew was kept hot for me to eat when he brought me back to the campsite.
  • Then there was my first agency manager, Ray, who introduced us to Napoleon Hill’s statement that, “Whatever the mind can conceive and believe, the mind can achieve”. For Ray, this wasn’t simply a memorable quote, it was a credo that he taught to each of us and repeated it daily until we truly believed in its truth. He was committed to helping each of his followers grow and become leaders … without ever voicing these words, he was committed to replicating the best qualities in him and shaping the lives of those who would replace him and become the leaders of the future.
  • More recently, I met the owner of a company who, at the end of a very trying and exhausting week, brought a refreshment cart through the office and served cold drinks to his employees, as he personally thanked each of them for all that they had done to bring a critical project to a successful conclusion.
  • Finally, there are my fellow Scouting volunteers who give so generously of their time and talent to shape the character of the next generation of leaders.

This week, we gather with family and friends to give thanks for the many gifts that we have been given. Please join me in giving thanks for the Great Leaders who have influenced each of our lives.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Building a Legacy, Dynamic Leadership, Great Leaders, Integrity, Lead from strength, Lead with Integrity, Leadership, Leadership Qualities, What characterizes good leaders Tagged With: , , , , , , , ,

Do Great Leaders Follow A Moral Compass?

November 17, 2013 By

I recently read an article written by Frank Bucaro, a regular contributor to a LinkedIn group for Ethics and Compliance Officers. In this article, Frank asked, “How Does One Set A Moral Compass?” (http://www.linkedin.com/groups/How-does-one-set-moral-50939.S.5793914936249827331?view=&gid=50939&type=member&item=5793914936249827331&trk=eml-anet_dig-b_nd-pst_ttle-cn) His question started me thinking about the Great Leaders that I have had the privilege to follow and learn from … and the moral compasses that I believe they used to navigate moral dilemmas and life. I believe that these compasses were aligned with the following points.

  • They knew the difference between right and wrong – I’m not talking about the difference between legal and illegal behavior (although this distinction is certainly important). I’m talking about behaviors that, while technically may be legal, are morally wrong. As my father would ask me, “Just because it is legal to do something, does that mean it’s the right thing to do?”
  • They consider the impact that their actions may have on the lives of others – Great Leaders ask if their decisions, their actions, will improve the lives of those they have the privilege of leading; or, will their actions and decisions harm those around them.
  • They think about how their behavior will impact not only their own reputations but also the reputation of the firm they represent and the reputations of those who follow them – My father used the expression “guilty by association” and Great Leaders understand that, fairly or unfairly, the reputations of both their firms and their followers are tinted (or tainted) by their own behavior and reputation. When they behave morally and ethically, those they represent and those who follow them are perceived to be ethical and moral. When they behave improperly, the firms they represent are perceived to be tolerant of unethical behavior; and, it is anticipated that their followers will follow the example that the unethical leader set.

Great Leaders possess a moral compass and they have it oriented to the “true north” of doing the right things for the right reasons. Think about the Great Leaders that you have known and followed. What were the key points on their moral compasses? Please share those points by commenting here.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Building a Legacy, Dynamic Leadership, Great Leaders, Integrity, Lead from strength, Lead with Integrity, Leadership, What characterizes good leaders Tagged With: , , , , , , , , , , ,
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