How Do You Measure Success?

How people measure success is a question well worth exploring. For the coach of an athletic team, it may be measured in terms of wins and losses. The entrepreneur might well measure success in terms of profits and losses; by the bottom line if you will. A Commander Personality, someone who is task driven, might well measure success in terms of projects completed or goals attained. The Entertainer Personality who is driven by factors such as likeability and friends made might judge success by his/her popularity. The Relater Personality may choose to measure success by the number of relationships created, bridges built rather than burned; by how well people “get along”. The Organizer will undoubtedly choose to measure in terms of compliance with rules and regulations or policies and procedures. Each personality type will have a standard against which success is measured.

At this point, I would like to suggest that there is a standard of measurement that all of the personalities could use. It is a standard that would be appropriate for each. The standard was suggested to me by a co-worker recently when he quoted Robert Louis Stevenson, the author of Treasure Island, Kidnapped, and many other novels and stories.

“Don’t judge each day by the harvest you reap but by the seeds that you plant.”

I believe that this is the standard by which Great Leaders judge their successes. They recognize that their legacy will be the future leaders that they identify, mentor, and whose successes they influence. Recognizing that their own time on this earth is finite, Great Leaders choose to put their efforts into building the future. They will be remembered for the new generation(s) of leaders that they create and leave behind to carry on the mission of helping people build successful lives and careers.

Have you had the opportunities afforded by influence of a Great Leader who influenced you and helped you build your success? Will you follow in that individual’s footsteps and build not only your own legacy but continue to build that person’s legacy? The effect of planting seeds is much like the ripples created when we throw a pebble into a pond. The ripples spread out and touch people we may never know … but the legacy is carried on by them. Click “Comment” to share the story of how a Great Leader helped you build your legacy.

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

Giving Thanks For the Great Leaders We’ve Known

Two years ago, I wrote that I had had the privilege of knowing some truly great leaders; some professionally, others socially. In the ensuing years, I’ve been repeatedly reminded of the role these individuals have played in my life and in the lives of others.

  • My father taught me that leadership need not be loud and boisterous. He demonstrated that it could be quiet while setting an example for others to emulate; that the example would speak more loudly and more clearly than words ever could. 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.
  • My first agency manager, Ray, introduced me 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 everyone and repeated 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.
  • The individuals who serve on Eagle Scout Boards of Review. These men and women not only donate two nights a month to serve on Eagle BOR’s but also serve as unit leaders, unit committee members, and unit commissioners.
  • The Scoutmasters, Assistant Scoutmasters, and Committee Chairs who make the local troops possible and empower them to function as the training grounds for future leaders.

This week, we gathered with family and friends to give thanks for the many gifts that we have been given. Please join me in giving thanks; not only this week, but in all the days and weeks to come, for the Great Leaders who have influenced each of our lives and the lives of so many others.

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

How Would You Answer This Question

“What are the characteristics of a leader you would choose to follow?” is a question I like to ask Eagle Scout candidates during their Boards of Review. The answers are as diverse as the individuals providing the answer.

In the early days of Boy Scouting, Sir Robert Baden Powell wrote extensively on the qualities of leadership and I had the good fortune to read one of those articles this past weekend. He cited four valuable characteristics of great leadership. They appear below along with my interpretations of these points as they relate to Great Leaders. They are …

  • The leader must believe wholeheartedly in the rightness of the cause – Great Leaders have a vision of the future they want to create; the goal they want to attain. They believe that the goal is attainable and the importance of turning the vision into reality that they become passionate about it. They convey that passion to their followers and team members. They lead those individuals into an irrefutable belief as well.
  • The leader has a personality that is likeable – Great Leaders are likeable. They tend to be cheerful, optimistic, uplifting. People like being around them. They have empathy for those who experience difficulties and help others work through those difficulties by being supportive and encouraging. When people are not experiencing trouble, Great Leaders provide an optimistic vision of a future that people want to be a part of.
  • The leader knows his/her job and has confidence in his/her ability to do it – Great Leaders believe that they are the “right person” in the “right place” at the “right time”. They see the course of action that should be taken and they feel compelled to do so. They believe, not only in the rectitude of what they do but in the rightness of why they do it. They believe that they have the ability to make a difference for the better and that they cannot idly sit by and do nothing.
  • The leader practices what he/she preaches – Great Leaders do not say one thing and do another. They lead by example.

The writings of Sir Robert Baden Powell are as valuable today as they were nearly a century ago. Great Leaders are willing to learn from others.

Have you thought about the characteristics of the leader you would choose to follow? Click “Comment” and share those characteristics.

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

My Effectiveness as a Leader is Judged When You Disappear Over the Next Hill

How easy is it to say you are a successful leader when everyone you lead is within your field of vision? Pretty easy. You can see everything your team does and they know that you are watching. But, it’s what they do once they are out of sight, over the next hill if you will, that determines if you as the leader have done a good job of imparting skills. I learned this lesson from a Scoutmaster who was a Great Leader in the eyes of the young men he had been given the privilege of leading.

The patrol his son was a member of had decided to go backpacking in the Pisgah National Forest to Shining Rock. All members of the patrol were teenagers between 14 and 16 years of age. As the Scoutmaster said, “they were young and hiked fast; he was not young and hiked slow”. Knowing that the young men would become impatient if they had to wait for the older adult leaders, he made a deal with them. They could hike as fast as they wanted to; but, whenever they came to a fork in the trail, they had to wait until everyone was there before anyone could proceed further. He told them that he knew he could trust them when they were in sight of him. It was how they behaved when they crossed over the next hill and he could not see them that would tell him if they were ready for the deal he had just made with them. He reported after the excursion that, whenever there was a fork in the trail, everyone was there, waiting for him and the other slow hikers. Sometimes they had begun pumping and filtering water from a nearby stream; other times, they had begun preparing an appropriate trail snack or meal. Always, they were waiting for everyone to arrive.

I was reminded of this lesson when I met a lady who had built a very large and successful team of sales professionals in one state and had to move to another state. She had been with her team constantly, encouraging, training, mentoring; always right there with them. When she moved, she was still their immediate supervisor and leader; but, she was not physically there. For some leaders, leaving the team unsupervised would be a recipe for team disintegration and ultimate dissolution. However, her team had learned valuable lessons in self-discipline, self-motivation, self-empowerment from her and continued to perform at a very high level. While she was still available to them by telephone and Skype, the team members had learned the business and life skills that enabled them to continue doing all the right things when she could not physically see them.

Great Leaders empower individuals and teams to find the very best within themselves and set examples that other individuals and teams can emulate and aspire to. They develop the mindset and skill set that make it possible for team members to lead themselves and succeed.

Have you had the privilege of knowing or working with a Great Leader who helped you identify the best within you and succeed when that leader was not present? Click “Comment” and share your experience with that Great Leader.

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

Is This a Great Leader in the Making?

I recently had the honor and privilege of serving on an Eagle Scout Board of Review for a young man about to enter college. As part of the application process, the young man had written his “Life Ambition Statement” in which he stated that, after finishing college, he wanted to form his own company. One of the reasons that he stated for wanting to do so caught my attention. He wrote,

“As the head of my own company, I see it as my responsibility to inspire others as others have inspired me.”

One of the characteristics of a Great Leader is an ability to inspire. Recall, if you will, the Eagle Candidate who stated that a leader is someone “who inspires you to accomplish things you never thought you were capable of doing.” In both of these examples, these young men have focused on the critical element of inspiration.

Great Leaders see not only the current state of affairs. They also have a vision of what can be. They believe in this vision so strongly that they are able to inspire others to share the vision; and then, having shared the vision, they identify those who have the capability to help turn that vision into a reality and inspire them to join in a common effort to do so. They turn the vision of one individual into the vision of many. When many share a vision of the future, there is no limit to the power of that group to change the world.

Working with bright and talented individuals who have great dreams for the future, the vision to see them, and the will to make those dreams come true gives me great hope for the future. These are the leaders of the future and those of us who have been given the privilege of working with them today have been given the honor of helping create the Great Leaders of the future. We must do our very best. We dare not fail them.

Do you have ideas that will help develop the Great Leaders of the future? Click “Comment” and share them 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

Saying Goodbye to a Good Friend and Great Leader

Working with a Great Leader is a wonderful experience. It affords the opportunity to study a leadership style; to see how it works in real life; to identify traits and techniques that can help you grow as a leader; and, if you are fortunate, benefit from the mentoring of that individual.

Sadly, though, each of us is born with only a set number of years or days to walk this earth and then we are called home. I recently had to say goodbye to a friend who was, in my opinion, a Great Leader because he lived the traits of great leadership.

  • Commitment: When Steve accepted a responsibility, he committed himself to doing the job well. When he became the Outdoor Committee Chairman for his son’s Boy Scout Troop, he promised that the scouts would have good, safe, outings. When it was time to leave on a camping trip, he had pre-planned the transportation ensuring that every scout had a seat and a seat belt. His was always the last vehicle to leave the meeting place so that he could make certain that no one was left behind. He did the same thing when it was time to leave the campground. At the end of the outing, he did not leave the parking lot until every scout had been picked up by a parent.
  • Lead by Example: Wanting to go backpacking at the Philmont Scout Reservation with his son, he began a physical conditioning/exercise plan and lost a significant amount of weight to make certain that he would be able to make the trek and support the scouts without becoming a burden on them. At monthly campouts, he firmly believed that those who prepared the meals should not have to clean afterwards; and, he made sure that his vision was reality … not by telling others to clean or wash dishes but by standing and announcing that he was going to start the clean up process and asking who would help him.
  • Caring: Steve cared about the boys and his fellow adult leaders. Noting that one of the adults was terribly overheated, Steve took a cold drink to that individual and had him sit in a car with the air conditioning running to cool him down. During that time, he educated that individual about outdoor clothing, helping him to see the value in wearing clothing that wicked moisture away from the body and helping it evaporate quickly in order to keep the body cooler.
  • Knowing How and When to Relax: When circumstances required a serious attitude and focus, he knew how to be both and how to bring others to that same level of concentration. Steve also knew that relaxation was also needed. He had a great sense of humor that never tore anyone down or belittled others. His joyous, heartfelt laugh could be heard throughout the campground and he told jokes, good clean jokes, that brought smiles and laughter to those around him.

At times, Steve was my student. At other times, he was my teacher. Always, he was my friend. I and those he lead will miss him. We say goodbye, for now, with this prayer …

May the trail rise up to meet you;
May the wind always be at your back;
May the sun shine warmly on your face;
When you come to the river, may you cross over gently
and rest in the shade of the trees;

And, until we meet again, may the Great Scoutmaster
of all Scouts hold you in the palm of his hand and give you peace.

Rest In Peace, my friend.

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

How Do You Compliment and Recognize Introverted Personalities?

Last week, I shared with you my embarrassing experience of finding out that I did not know as much about motivating people as I thought I did. So what does work and with whom does it work best?

COREMAP(tm) teaches us that introverted personalities, Organizers and Relaters, respond best to specific types of recognition …

  • Organizer personalities prefer private forms of recognition. They are much more comfortable with a quiet side conversation that acknowledges their achievement; and, because they are very detail oriented, they value the compliments and recognition when they are very specific. Example: working with a counselor that we’ll call Lisa, it was always a pleasure to see her when she arrived at work and I wanted to let her know that. I could have told her, “it sure is great to see you every morning”. It would have conveyed the essence of the compliment. Instead, one morning when she was the first to arrive, I went to her desk and said, “I sure am glad to see you in the mornings. You always have a smile on your face and your whole attitude conveys that you’re excited about what you do. You make it a great day for everyone you talk to”. How do you think Lisa responded? If you guessed that she perked up, smiled, and said thank you, you’re partially right. She also made it a point to be the first to arrive each day thereafter and greet each of her co-workers with a smile.
  • Relater personalities, those people who are all about building relationships and helping everyone get along, prefer recognition that provides an act of service or quality time. Sales rep Joe was a Relater personality and his desire to do what was best for both his customer and the sales team he was part of was a key reason that he was a top sales person. Wanting to recognize Joe’s contributions, the account manager, Alex, went to him at the end of the day and told him simply that he was going to buy Joe’s lunch the next day. They ordered sandwiches and spent the lunch hour talking about Joe’s participation in a little theater company and the role he was going to play in its current production. Needless to say, Joe was thrilled by the lunch and the conversation … in fact, he did not realize that Alex knew anything about his activities outside of the workplace.

Great Leaders take the time to get to know the members of the team that they are privileged to lead. They take the time to determine what is important to each team member and they convey their appreciation in ways that are most valued by each individual. Have you worked with a Great Leader who took time to really find out what was important to you? Click “Comment” and share that experience. – OR – Click “Comment” and share how you like to be recognized for something well done.

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

A Great Leader’s View of Character

Presidents’ Day morning. My “In Box” contains a quote from a Great Leader, President Abraham Lincoln, about a person’s character and reputation. Lincoln wrote, “A man’s character is like a tree, and his reputation like its shadow; the shadow is what we think of it; the tree is the real thing”.

Reputations are funny things. In some instances, they are based entirely on facts. In other cases, they are based on perceptions held by individuals or groups of individuals. By way of comparison, let’s look at two fictional individuals that we will call Clay and Stone.

Clay has a reputation for being a real savvy businessman. He always seems to be in the right place at the right time; a guy who can turn a profit no matter what he does and no matter how adverse the situation may appear to be. It’s as if he has an “inside track” on information that no one else has … because he does. Clay has built his business and his reputation by using inside information to the detriment of those he exploits to his own personal benefit. If Clay were in the securities industry, he would be guilty of insider trading … of using information that is not available to the general public for personal profit … a criminal act. Clay has a reputation for being in the right place at the right time. But, his character is lacking a strong moral compass. In Clay’s mind, what he is doing is wrong only if he gets caught. If history teaches us anything, it teaches us that the sun moves; the shadow shifts; and, ultimately, the deeds done within the shadows of unethical behavior will be exposed and the wrong-doer will be caught.

Stone, on the other hand, has character. As a Great Leader, Stone is “the real deal”. When presented with opportunities, he first checks his personal moral compass and asks, “Is it legal; is it ethical; does it treat others as I would wish to be treated?” If the answer to any of these questions is “no”, he abstains and allows the opportunity to pass him by. Great Leaders such as Stone know that if they conduct themselves and their businesses in a manner that never calls into question their character or their morality, the world will beat a path to their doors for the opportunity to associate with them, to work with them, to do business with them. They will be presented with more opportunities than they will be able to handle; opportunities to grow personally, professionally, and financially.

Reputations are mere shadows of the person they purport to be; always shifting, intangible, subject to the shifting tides of opportunism and “what’s in it for me?”. Character, when it is grounded with a strong moral compass, is unyielding in the face of temptation. When the character of a Great Leader is consistently asking the three questions above, constantly and routinely reminding itself to do what is right both morally and ethically, it is then that this character stays away from temptation and keeps itself morally straight. Great Leaders present their character in their daily conduct and allow it to speak more loudly than any reputation can.

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

How Does a Leader Differ From a Boss?

I love serving as a member of an Eagle Scout Board of Review. The view of true leadership, stated by a young man who has spent up to seven years studying and demonstrating leadership skills, is both insightful and awe inspiring. A question that I like to ask the candidates is simply, “What is the difference between a leader and a boss?” While no two candidates have ever given the same answer, here is brief summary of some of the answers I’ve heard.

  • Bosses – Bosses sit back and tell others what to do. They seldom do the jobs themselves. In fact, it’s very possible that they’ve never done the job they’re telling others to do. Bosses pass judgment … a lot. They seldom tell someone what they’ve done well; but, they can always tell that person everything that’s been done wrong. Bosses find fault and have a unique ability to crush a person’s desire to improve or create something.
  • Leaders – Leaders, on the other hand, tend to be very hands-on. They’re not afraid to dig right in and help get the job done. They don’t ask others to do things that they are not willing to do themselves. Leaders look for opportunities to provide genuine and deserved praise. Genuine praise is specific about what was well done (i.e., “you did a great job of identifying that client’s need and showing them how it could be met by our product) rather than an insincere and vacuous “nice job” or “you did good”.  When something has not been done well, leaders will typically help the team member review the job or situation, asking “what do you feel you did well? what do you think you could do differently/better next time?” They help team members discover solutions for themselves by asking guided questions and commending the team member when he/she comes up with the solution.

Great Leaders may be in charge of a project but they are not bosses. They do all of the things that leaders do above … and then some. They find ways to go the extra mile to help the team reach and surpass a goal or objective.

Click “Comment” below and share your experience with a Great Leader who led rather than bossed.

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

Great Leaders’ Views of Helping Others Varies With Their Personality Type

Two weeks ago, I shared with you a friend’s view that committing even small acts of kindness required courage, risk, and sacrifice. We’ve had several conversations during the past week and he made a very valid point. It was that, “what does the individual person view as a sacrifice?”. He went on to cite how an outgoing person might view interaction as opposed to how a person who is not outgoing might view the same interaction with another person.

WOW! Has he made a good point. Consider the personality traits of the four COREMAP personality styles.

The Extroverted personalities, the Commanders and Entertainers among us, are very comfortable with interacting with others. In fact, interaction with others energizes both Commanders and Entertainers so much so that they will look for and create opportunities to do so.

  • Commanders tend to be interested in possibilities. For the Commander, helping another person is a step toward a brighter, more productive future. They see a situation requiring action and are born to be action takers. Reaching out to help another satisfies their need to affect outcomes.
  • Entertainers are friendly and tend to be curious about the unknowns. They are very adept at reading people and are excellent communicators and motivators For the Entertainer, that small, helpful, interaction is a chance to learn more about the other person; a chance to see what adventures their action can lead to; an opportunity to help another person reach their true potential.

Introverted personalities, Organizers and Relaters, are drained of their energy by interaction with others. For these individuals, interacting with others requires the commitment of a great deal of energy and for this reason they much prefer to stay quietly in the background

  • Organizers are very observant of details and abhor disorder and chaos. They tend to be good team players and will do what is necessary to ensure the success of the team. For the Organizer, the act of helping another presents the chance to bring order out of confusion; to learn facts and details that will help them solve problems; to take actions that promote the success of the team as a whole.
  • Relaters are very observant and tend to focus on the needs of others. For the Relater, committing a “random act of kindness” is all about meeting the needs of another person; resolving a problem with the aim of promoting the common good. Because these things are uppermost in their minds, Relaters are able to overcome their natural tendency to hang back in order to achieve these goals.

As my friend pointed out, in the final analysis, Great Leaders do not see that small act as a sacrifice. Rather, they see it as a part of their responsibility as a leader … to resolve problems; to take the actions that are required to create the desired outcome and lead the team to success; to help team members reach their full 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