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

Can a Great Leader “Play to Win” and Still be Ethical?

I once worked with a man who had an interesting way of viewing all potential actions. He asked himself if the action was ethical. He explained himself this way …

“Some will ask if a course being considered is legal. Many things are legal. However, just because there is no law prohibiting an act does not make that act ‘the right thing to do’. The more important questions must be ‘is it the right thing to do … is it the way I would want to be treated … does the course of action improve the lot not only of my business; but, does it benefit or harm the other party?”

This person is a Great Leader. Great Leaders in business recognize that they must “play to win”. They understand that, in the final analysis, the company must show a profit in order to succeed and survive.

Great Leaders also recognize that a reputation is a double-edged sword. Those who always choose to do the right thing … to make certain that deals truly benefit all parties … will have customers who are loyal and return time and time again; plus, those customers bring others with them and recommend that their friends do business with the firm as well.

Conversely, the individual who looks only at the immediate, short-term, picture will say and do anything to “do the deal”. This individual does not care if the customer truly benefits, only that the company does this deal. He or she will get a reputation for caring only about his/her own benefit and customers will look to do business with someone else … someone who is working toward the customer’s benefit.

Great Leaders win in business and in the game of life because they make ethical choices and do the right thing.

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

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

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

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

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

Do Great Leaders Follow A Moral Compass?

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

DO GREAT LEADERS PAINT THEMSELVES INTO INESCAPABLE CORNERS?

This is an open letter to those who would call themselves “leaders”.

It’s time to look at how current leadership strategies are working. All too often, we hear those who would call themselves “leaders” stating that they will not negotiate; that proposals from those who hold different views are “dead on arrival”; that differences must be resolved “my way or the highway”. In the vernacular of personality assessments, these behaviors are examples of negative personality styles wherein …

  • the Negative Commander declares that “it’s my way or the highway” and that the only acceptable behavior is conformity with exactly what he/she declares;
  • the Negative Organizer seeks refuge in the unbending adherence to perfect detail; the perfect dotting of the i’s and the perfectly balanced crossing of the t’s;
  • the Negative Relater stops seeking consensus so that “we can all get along” and takes on a martyr mentality that we are not worthy of solutions;
  • the Negative Entertainer ceases caring about making life good for everyone around him/her and begins believing that he/she must be the focal point of everyone’s attention and adoration.

These negative leadership styles are not working!  It’s time to try something else. To provide a historical example of finding workable solutions that benefit everyone …

In 1787, the Founding Fathers found themselves at a crossroads while writing the Constitution. The question centered on the nature of the legislative branch of the government.

Large states favored proportional representation wherein each state would have representation based on population; i.e., one representative for each xx number of people. This was a key component of what was referred to as the “Virginia Plan” and would give large, more populous states, more representatives than would be given to small states. Small, less populated, states feared that this form of legislature would make their opinions and wishes irrelevant; that the large states could overwhelm their smaller representation and do only what was in the interests of the large states.

Conversely, small states endorsed a legislature that would provide each state with the same number of representatives so that each state would carry the same weight in any vote; essentially, one state, one vote. This was a key component of the “New Jersey Plan” that would have kept the Articles of Confederation in place.

After a period of extended debate, Roger Sherman and Oliver Ellsworth … both representatives from Connecticut … offered a compromise solution. Combining both proposals, their compromise created a bicameral legislative branch; a Congress with two houses. One chamber, the House of Representatives would have a membership based on population; the Virginia Plan’s one representative for each xx number of people. The second chamber, the Senate, would give equal representation to each state; the New Jersey Plan’s “one state, one vote”. In proposing this compromise solution, these men demonstrated true leadership … they actively sought and found a solution that was in the best interest of the country and that the majority of the representatives could support.

Great Leaders not only talk the talk of wanting to do what is best for the nation, they work together to find solutions that accomplish the goal of doing what is right and what is best for the country. Great Leaders recognize that when they find themselves in a hole, it’s best to stop digging deeper and start digging out of the hole; to find common ground that can lead to solutions based on a consensus of what is best for the majority. Great Leaders understand that, in the immortal words of Star Trek’s Mr. Spock, “The needs of the many (the nation) outweigh the needs of the few.”

As stated above, negative leadership styles are not working!  It’s time to try something else. It’s time to seek out and find compromises that, while not giving everyone everything that they want, offer solutions that most can accept as being in the best interests of the nation. Set aside the negative leadership behaviors. It’s time to become true leaders; Great Leaders, who act in the best interests of those that they have been given the privilege of leading.

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

What Do You Mean, Introverts Can Be Leaders?

Hello, type casting? I’d like to order a leader … you know, someone who is outgoing, a back-slapper, a hail good fellow well met type of person; a “take charge” guy or gal. That’s what leaders look like, isn’t it? Or is it?

COREMAP tells us that there are four personality types; Commanders, Organizers, Relaters, and Entertainers. Commanders and Entertainers are extroverts … outgoing; never saw a stranger, only a friend as yet unmet. Organizers and Relaters tend to be introverts who value their “alone” time; who are happy to be in the back of the room observing rather than at the front of the crowd drawing attention to themselves.

Call type casting for a leader and the odds are that they will send over a Commander or an Entertainer; usually the former. But, Organizers and Relaters can be Great Leaders because of the talents and skills that they bring to the table. Consider …

  • Organizers and Relaters use their alone time to re-energize themselves; and, this often includes taking time to bring clarity to their motives and values. By using their alone time to determine what truly motivates and excites them; what actions they will take in the pursuit of their goals (as well as what actions they will NOT take because those actions would violate their own personal code of ethical conduct), these introverted personalities are able to clearly set a course that they can explain to their followers and the vision that they have for the future … a vision that their team members can see and choose to be a part of.
  • While Organizers and Relaters may shun the limelight, they are often at their very best in one-on-one conversations. They use these personal conversations to convey their core message; their core values; their vision as they personalize the conversation to the individual needs of their listeners.
  • As people who choose to avoid the spotlight, introverts can be more observant of the actions of others. Organizers and Relaters watch what others say and do. They are able to see and hear those who quietly have an impact on the thoughts and actions of others. They are adept at drawing those quiet leaders into the conversation; and, they allow those people to guide the thoughts and actions of others. Equally important, they are able to identify those things that they want to change and improve … both in their environment and in themselves.

Hello, type-casting? I need a leader. Let’s not limit ourselves to the usual suspects. Great Leaders come in from all personality types and each personality type brings very specific and valuable skills to the leadership table. Let’s find the candidate who brings the needed skills to the role.

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

Do As I Do, Not As I Say

Recently, I’ve been following a group discussion about how organizations can reduce the likelihood of someone within their team or organization engaging in unethical behaviors. Interestingly … but not surprisingly … the consensus seems to be that ethical behavior starts at the top of the organization when it is modeled by the leaders of that organization. Great Leaders recognize that their behavior speaks so much louder than their words. Consequently, they keep these points in mind at all times and allow these points of ethical behavior to guide them in all that they do.

  • Remember … wherever you are and whatever you do, you represent your company, your team, and yourself. People will see you and how you deport yourself. They will remember. They will make the logical assumption that what you did is a clear indication of who you are and what you stand for. As an example, I once knew a young man who was a teacher. He made the careless assumption that what he did outside of school hours would neither be noticed nor remembered by his students. One weekend, he went to a flea market wearing a t-shirt with a rather risqué saying on it. He saw no problem with that since he was “an adult” and could do as he pleased. On Monday, one of his students stated that he’d seen the teacher and quoted the saying on the t-shirt. Then, the student shocked the teacher by asking, “How can you tell us in class that we should respect others when that t-shirt tells us that you do not respect the people it makes fun of?” This teacher had forgotten the reality that EVERYTHNG he did, wherever he went, told others his values and his beliefs.
  • If you expect others to maintain confidences, you must maintain them yourself. All leaders, Great Leaders and not-so-great-leaders see and hear things that should not be repeated. The difference is that not-so-great-leaders see these things as fodder for gossip and opportunities to get a laugh by making someone the object of a joke. Great Leaders adhere to the old adage that “What you see here, say here, and hear here must stay here.” They don’t repeat things that were said in confidence and they don’t turn the misfortunes of others into punch lines.
  • If you expect that others respect you as a person, you must demonstrate that you respect other people. Great Leaders understand that respect cannot be demanded nor can it be expected by virtue of the title on one’s door. It must be earned; and, one of the best ways to earn respect is to show it. An actual case witnessed by someone that I consider to be a Great Leader should serve to illustrate this point. The owner of a company expected his employees to respect him. He felt that it was his due. However, he regaled his employees daily with tales of his wife’s ineptitude and what he considered to be her lack of common sense. Rather than finding these stories humorous, his employees could not believe the disrespect that he showed for his spouse and wondered aloud how he talked about them when they weren’t around.

Great Leaders set the example that they want others to emulate. Be it their professionalism, their work ethic, their compassion and understanding for others, Great Leaders model the behavior that they expect of others. They know that actions speak far louder than words and they make sure that their actions set the standard for others to live up to.

What actions have you witnessed by a Great Leader who sets the standard for others to live up to; or, by not-so-great-leaders who lower the bar to the lowest common denominator? Click the comment button and share your experiences 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

Your Actions Speak Far Louder Than Your Words

It is easy to tell others how to do something. All that must be done is open one’s mouth and let the words come forth. But, that is not true leadership. It is merely the parroting of things previously read or heard. While people may hear the words, they are seldom inspired by them.

Great Leaders, on the other hand, live by the words that they speak. They know that those who choose to follow do so because they KNOW that the words are not mere concepts to the leader. Rather, they are principles by which the Great Leader lives.

Perhaps one of the finest examples of a Great Leader exemplifying the choices and actions that he wanted his followers to emulate was George Washington, Commanding General of the Continental Army at Valley Forge. While many captains, majors, and colonels went home and left their troops to face the brutal winter and starvation, General George Washington remained in camp, on the job every day, living under the same conditions as his troops. He did not keep the army together by saying, “you need to stay here”. Instead, he said, “WE need to stay here” and then did as he asked of them.

Great Leaders do not preach a sermon and expect others to obey. Great Leaders set an example for others to follow.

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