Attached is part of a PowerPoint presentation presented by
weLEAD during a recent seminar in Akron, Ohio
This portion of the seminar program focused on 8 Traits of Effective
Leaders and some recommendations for leadership self-discovery.

It is  provided in both PowerPoint and Rich Text format.

You may download the files for later offline viewing by pointing to the file
and "right clicking" your mouse. Chose the menu option "save target as"
and then choose the directory you want the file to be saved in. Click on
the "save" radio button and in a minute the file will be saved on your hard
drive for later viewing. Two different files are available below. One is a
PowerPoint file You will obviously need Microsoft PowerPoint to see the
program. The other file is the basic text Outline to the program in Rich
Text Format (RTF) and can be seen in most word processors.

8 Traits of Effective Leaders (RTF)

8 Traits of Effective Leaders-Powerpoint presentation (PPT)

It happened to me again the other day! I was writing a memo on my PC to the manufacturer’s representatives that I manage and it suddenly appeared. It has been happening to me for years but not quite as often as it used to. There I was typing away, allowing the words to eloquently flow like melting butter, and jolt…the “blue screen of death”. If you have ever worked on a computer that has a Microsoft Windows operating system, you know exactly what I mean. This terrifying blue screen can come with a number of startling messages. The two I have become intimately familiar with over the years proclaim inspiring statements like, “a fatal exception OE has occurred. The current application will be terminated.” Why does it have to always be fatal? Why can’t it just sometimes say, “Excuse me, we have a minor problem here?” Or there is a second type of message with the ever nebulous proclamation that “your system has become unstable, you may press any key and wait [forever!], or press CTRL*ALT*DEL again to restart your computer. You will lose any unsaved information.”

Of course, Gregie’s Law states that these messages are most likely to occur just as you are completing the last sentence of an unsaved document. Gregie’s Law is a lot like Murphy’s Law except it is based on the premise that Murphy was far too much of an optimist! As leaders, there is much we can learn from these commonly dreaded scenarios. It should not surprise us that software written by men and women can possess the same characteristics or weaknesses of the humans that created them. However, before I discuss the things we can learn regarding leadership, please allow me to draw an analogy. I will discuss why a few of these blue screens happen to the WindowsÒ operating system in layman’s terms. I am not a programmer or software designer, but I believe I can roughly explain some of the reasons for the infamous “blue screen of death”, even though it may not be technically correct in all aspects.

A software program interacts with the computer hardware to become a working tool for an individual. Combined together, this interaction between software and hardware is designed to be compatible and is often referred to as system resources. Depending on the motherboard design, CPU, RAM, and other design qualities, system resources are limited. I am told that these resources can often be expanded but still always have limitations. Even with a mammoth hard drive and abundant RAM, resources can still be limited because of the operating system design, BIOS or motherboard characteristics. One of the reasons for a blue screen can be the operation of too many programs at the same time. One presently may be maximized while the others are minimized in the background. As we work on the PC, we may be switching back and forth between them. This is known as multi-tasking. For example, sometimes I have a word processor, spreadsheet, web browser, email program, FTP program and file manager all open at the same time. While I am working on one, the others are still minimized in the background and taking up system resources. Because so many resources are utilized, switching from one program to another can cause the system to become unstable, resulting in the blue screen blues!

 Another potential problem lies in memory swapping. One program may reside in a certain portion of RAM memory. Another program may then become maximized and attempt to place its memory in the same address space. A previous program that occupied a portion of address space may still claim it while the new program attempts to use it. The result…you guessed it, the ”fatal exception error” blues! Many PC users also notice a reduction in PC performance if too many programs are allowed to start at system boot-up because they were placed in the start menu or system tray. These start-up programs may run minimized but take up system resources, slowing down the computer.

It is not my intent to criticize the most popular operating system on earth or point out its flaws. Actually, it is getting better. Even the most recent advertising by Microsoft proudly proclaims that its latest operating system is “13 times more reliable than Windows 98”. Of course being in sales and marketing for most of mycareer, I understand this probably means it is a littler better than its predecessor. So what does all of this information have to do with leadership? It actually gives us a lot to think about as we apply this information and draw an analogy to ourselves. As I stated earlier, it should be no surprise to us that the humans who created these machines designed them with flaws similar to ourselves.

Here is lesson #1. Everything physical has limited resources. Just like PC’s, we also have very precious and limited resources. It is the tendency of good and hard working leaders to take on many different tasks. As a matter of fact, the ability for a leader to have multi-tasking capabilities is essential in our modern age. During any given workday, we may be jumping from one important task to another constantly.  The CEO may have the luxury to sit in the corner office and ponder the joys of a corporate vision, but the rest of us have multiple duties and functions to perform that require a rapid exchange of focus, ideas and projects. It is certainly preferable to have the skills and expertise of multi-tasking, but remember that every one of the tasks we decide to address drainsour own personal system resources. Unlike a PC, our system resources consist of our physical energy, mental sharpness, ability to focus, emotional well-being, and coworker relationships. Yes, our ability to effectively address various issues and projects has limitations!

Even many “corporate teams” have the potential to be effective tools of change and accomplishment. However, often the various team members are forced to become far too involved in multiple daily “meetings” (babble sessions) with other teams or groups and the results are mediocre performance. The resources of these individuals or groups are so drained by frivolous projects and blather that their decisions are typically poor and ineffective! Again, lesson #1 is to accept and realize that your resources are limited and precious. James O’Toole comments on this multi-tasking problem confronting leaders today. He remarks, “that the process of leadership is a never-ending struggle to balance the constant and never-ending demands of those with different objectives.” He later contends, “the task is to lead through the processes of design, composition, tension, balance and harmony.”

Here is lesson #2. Take a few minutes to think about the many activities or tasks you are involved in. How many are really essential? How many are we involved in because we forgot to decline involvement or didn’t want to say “no”. Remember, every one of these is reducing your effectiveness and draining at least some of your precious system resources. Maybe it is time to shut down some of these projects or totally “bow out” of them. When working on my PC, I often find programs minimized that I used earlier and should have shut down. There they are residing in the background and taking up limited resources! As leaders, it is often difficult for us to say ‘no” to yet another challenge. Many of us were trained to simply accept what we are asked to do. Saying “no” has been considered refusing to be a team player. The question is do we want everything we do to be mediocre?  Do we want to do only a few things well and most things poorly because our resources are taxed to their limits? Or, do we want to do fewer tasks, yet all of them well because we are focused and truly able to be effective? A hallmark of leadership is to recognize our own limitations and learn to say “no” or to admit this is not the best time to get involved in another menial task or function. I once heard a CEO mention to his executive team, “When you add something on to the priority list, something else must come off the list.” He was on to something! We simply must stop majoring in the minors and make quality decision-making the goal of leadership rather than quantity. However, we may face a mental conflict by saying “no” or stepping back from projects of little real value. Researcher Gary Yukl appropriately points out that some types of positive supporting behavior by other peers and coworkers can reduce the amount of stress on the job. Other types peer support can even help a person cope with stress. But, stepping away fromsome tasks will not eliminate the support or camaraderie of others who respect and value our dedication and efforts. Again, lesson #2 is to reduce the number of non-essential tasks and projects you are involved in.

Here is lesson #3. Stressing your limited resources with too many endeavors inhibits the things you really want to do and value most! While working on my PC, I typically receive the blue screen while I am working on the immediate task at hand. Usually it occurs while I am doing the most important project to me at the time. The same thing occurs in business or our personal life. When we allow ourselves to be involved in too many projects, it saps our scarce resources. Remember, these consist of our physical energy, mental sharpness, ability to focus, emotional well-being, and coworker relationships. When something of real value or importance arises, we are not at our best when our personal resources are exhausted. Much like the infamous blue screen, many sincere individuals have lives that have lost their stability or are virtually frozen in inaction because of depleted personal resources.

Don’t allow this to happen to you. Many years ago I had an elderly friend who previously worked at the NASA Lewis Research Center near Cleveland, Ohio. He told me to never forget the difference between an amateur and a professional. The difference is…attention to detail! If you think about it, this is true of almost every area or our professional and private lives. When our own limited vital resources are taxed to the limit, we lose the ability to concentrate on detail. The end result is poor decision-making and inadequate leadership. Next month I will discuss some of the important ways we can all protect, balance and even nurture our own personal resources. We will discuss how we can avoid our own intellectual “blue screen of death.”

Comments to: gthomas@leadingtoday.org

About the author:

Greg has over 20 years of sales and marketing experience within the electrical distribution industry. Some of his positions have included being a National Sales Manager, National Marketing Manager and for the past 9 years that of Regional Sales Manager.  He also has extensive experience in public speaking and has written articles for various publications. In August of 2000, Greg completed his studies for a Master of Arts degree in Leadership from Bellevue University. He is the founder of weLEAD Incorporated.

References:

O'Toole, J. (1995). Leading Change. San Francisco: Jossey-Bass Publishers, pp.257-258.

Yukl, G. (1998). Leadership in Organizations. Upper Saddle River, NJ: Prentice Hall. pp. 95.

Last month I discussed the limited nature of our own personal resources. I drew an analogy between the limitations of the world’s most popular operating system and ourselves. These precious limited resources can be defined as our physical energy, mental sharpness, ability to focus, emotional well-being, and coworker relationships. When our personal resources are stressed, the results are often poor decision-making and inadequate leadership skills. In last month’s article, we used the Microsoft WindowsÓ analogy to draw three valuable lessons regarding our own personal resources. To go directly to part 1 in last months issue click here. This month I would like to discuss how we can balance and nurture these resources.

One reason for a major decline of our own resources is a lack of real direction in our lives. We easily recognize organizations that lack direction and when we do, we often ask, “What is it’s mission plan?” What is the organization’s direction? What is it striving to be? What makes it unique and why does it exist? When an organization begins to struggle, the stakeholders typically ask the following basic question, “Are we modeling our mission statement?” The same is true for people. In this ever-complex world, we too need a personal mission statement! Much like an organization, this mission statement is intended to remind us of who we are, why we are here on earth and in what direction are we headed!

In my personal experience I have found that many individuals who reached the limit of their personal resources and suffered from career burnout were those who lost their mental balance. They often became so consumed with one area of their life that they forgot why they were working or the real purpose of their career. Sadly, some individuals go so far off balance they acquire the social disease of becoming a workaholic in order to mask other painful area’s of their life. However, most people who suffer from burnout simply never established in their minds what things are really important to them and why! This is why I often place so much emphasis on a term I call personal leadership. What is personal leadership? Personal leadership is the ability to visualize a goal, to embrace the values of that goal, and maintain a positive perspective in a self-disciplined environment until the goal is attained.

A personal mission statement is a written “game plan” or blueprint for your life. Its purpose is to help you establish your own path and desired destination. It is a written reminder of who you are, what you desire to be, and how you expect to get there. It should contain your personally established values. These are often expressed by the religious or philosophical principles you esteem. Dr. Roger Birkman has some interesting comments about values. He reminds us that if we say we value something but aren’t affected by it in any way, it’s not a genuine value. He continues by stating “it is much better to be honest about your values and then be consistent in your pursuit of them.” He correctly reminds us that there is a difference between our needs and our values. We have no control over our needs. They exist because of our inborn traits and we must learn to deal with them. However, values are chosen and should be high standards that influence our lifestyles, attitudes and behaviors.

Much like a compass, your personal mission statement it provides a true “north” for your life during difficult times. If you don’t have your own personal mission statement, by default you have someone else’s mission statement! For most people this default mission statement is not an acceptable alternative since it reduces your ability to choose you own direction. It is created by societal values and cultural norms. For example, those who grew up in the middle of the 20th century were conditioned to accept that cigarette smoking was sexy, sophisticated, attractive and macho. Multiple missions accepted it as a default cultural habit and it was part of their lifestyle. In reality it has been confirmed to be an expensive, foul, addictive and deadly habit. Either we chose to decide what is of value or important to us, or society will for us.

As Stephen Covey explains, this effort will answer the question of whether you are “living” or “being lived!” Without your own personal mission statement, you are most likely not living according to your own hopes or goals, you are being lived by others. Your own mission statement will focus your energies and resources. It will also tie together the fragments of your life such as a career, personal goals, responsibilities, and desired achievements into a value-centered foundation.

Here is a suggested list of potential areas we should include when creating a personal mission statement.

1. Belief system based on religious or philosophical values and principles

2. Personal career goals including job orientation, attitude and income needs

3. Personal family goals and role as parent, spouse, grandparent, son/daughter

4. Personal life goals including education, talent development, health
maintenance, community service or philanthropy

As you create your own desired mission on paper, here are a few things to remember. It is yours only! Personalize it especially for you. Feel free to make it as short or as long as you want. Work on it until it inspires and motivates you. Begin by asking yourself…from this day on, what do I want to be? What do I really want to do and how can I get there? It should reflect not just where you are today, but what you hope to become tomorrow. After completed, what do we do with it? It should be well written and made public in our home or office! I suggest you either put it in a picture frame and hang it on a wall or sit it on a desk. It should be reviewed at least once per week during the year as you reflect on the week past or the one to come. It should provoke humble self-analysis and it should be allowed to be re-written as you grow and change. It is intended as a tool for personal focus, goal setting, growth and self-analysis.

Unfortunately, I realize that many who read this article will not create a personal mission statement because you may have actually given up on yourself or are afraid of a challenge or even change. Yes, much like an organization, most of us are also resistive to change and self-examination. It threatens our comfort zone! But, the right perspective is to view change as an opportunity to gain something new! Accepting the need for change is at the heart of leadership! Our life is a book with many chapters. Each chapter has a beginning and an end. As we proceed to another chapter, it should lead us to something new and challenging. We need to view change and the need for change as something positive...not as bad or detrimental. It is natural to resist the change process because we know it may wrench us out of our routines or habits. But, we should view change as a powerful opportunity to begin another step of growth!

How does creation of a personal mission statement help us to avoid burnout or our own personal “blue screen of death”? It does so it in a number of ways. It helps us to have a proper perspective to determine which events and activities are really important. It reminds us not to focus on unimportant activities at the expense of significant activities. Establishing written values help us in the decision-making process because the rational realm of “right vs. wrong” or “proper vs. improper” behavior becomes clearer. In times of stress our own personal mission statement reminds us of the direction our compass is pointing and our most important priorities. If written thoroughly, it reminds us of our need for balance including recreation, talent-building, and relationship needs. I have never seen a tombstone that said, “I wish I had spent more time in the office.”

There are also a number of important things we do at work to avoid potential burnout and nurture our resources. Take a number of scheduled breaks during the day and clear your mind. During these breaks, spend a few minutes to think about enjoyable activities away from the work environment. The mind is like a battery and needs to be renewed to remain highly “charged” and able to focus effectively. Take your scheduled lunch break to recharge your mind. Take a walk or short drive to change environments for a while. Don’t eat at your desk when you are supposed to be on a lunch break. It is counterproductive and is a warning sign of possible meltdown if changes are not made. You will be much more productive if you refresh your mind and take a scheduled break.

Another important way to nurture your personal resources is to take a vacation regularly. This is not only important annually but on a weekly basis. More and more physicians and professionals are emphasizing the tremendous importance of taking at least one day off every week. Again, the human mind and body needs a period of rest and relaxation! Learn to become aware of your body’s warning signs of stress. These may include a tense jaw, stiff neck, headache, or the feeling of being overwhelmed. When any of these signs begin to occur, its time for an immediate break! Then ask yourself some questions. Think about the possible root cause of the stress. Are there any small tasks you are holding on to that you can delegate? Are you making more out of an obstacle or problem than is really there? Is there another co-worker with the expertise available to help? Are you feeling stressed out because of time restraints or the responsibility of too many tasks? Think the situation through…you will see there are always some good answers.

One other area can help you to avoid your own personal “blue screen of death.” It is regular exercise. The good news is that medical professionals have now come to see that major improvements in daily energy level and longevity are possible with a moderate amount of regular exercise! You don’t need to strenuously run, swim or lift weights to gain significant health benefits. Dr. Andrew Weil promotes walking over jogging and suggests 45 minutes of walking at least 5 days a week. So take a long walk regularly, work in the yard, play some sports with the family. In other words, get more active and step away from the sedentary lifestyle too many of us are now in due to work environments, television and the Internet.

Remember, your personal resources are limited and precious. If you nurture and balance them well you will be rewarded with a greater ability to handle stress and provide leadership when needed. Consider writing your own personal mission statement. It will help to link together the various segments of your life including your career, personal goals, responsibilities, and desired achievements into a value-centered foundation. Committing your life goals and mission to a written plan will help you to deal with stress and sort your priorities. Finally, remember to take scheduled time away from the workplace daily, weekly and annually. Allow your mind and body a period of relaxation and recreation. Leaders know how to work long and hard. To balance your personal resources and increase your career’s longevity, learn how to take time out for yourself!

*Image courtesy of Rawich/FreeDigitalPhotos.net

Comments to: gthomas@leadingtoday.org 

About the author:

Greg has over 20 years of sales and marketing experience within the electrical distribution industry. Some of his positions have included being a National Sales Manager, National Marketing Manager and for the past 9 years that of Regional Sales Manager. He also has extensive experience in public speaking and has written articles for various publications. In August of 2000, Greg completed his studies for a Master of Arts degree in Leadership from Bellevue University. He is the founder of weLEAD Incorporated.

References:

Birkman, Roger. True Colors. Nashville, Tennessee: Thomas Nelson Publishers, 1995.

Covey, Stephen R. Principle-Centered Leadership. New York: Simon & Schuster, 1991.

Weil, Andrew. Healthy Living. New York: Ivy Books, 1997.

Question:

"I know that many times I have to remind employees to put principles above personalities. That we are here to work on a project and the fact that you may dislike a co worker should not come into play.

But sometimes that is easier said than done. How do you deal with employees who want to have a confrontation instead of a conversation. Unfortunately, dismissing one or removing one from the team is not an option."

Answer:  Primarily, never forget that we lead people! We don't lead organizations… but people. The

word "organization" is a created term to refer to a group of individual  people who have a shared

interest or purpose. We may work for an organization, or serve an organization, but ultimately it is people we are leading. The reason I mention this is that many authors and consultants speak of rebuilding or changing organizations as if they are dealing with a single individual. In truth, if we are interested in growing or changing an organization, we must change the people, one-by-one, who collectively are the organization.

I am a firm believer in the principle of “cause and effect.” This problem you describe exists because our historical business culture rewarded competition within the workplace environment. People were rewarded and promoted for making their co-workers look inept and inferior to them. The people who traditionally got ahead were the “politicians” who worked hard to diminish the value of everyone else in order to make themselves look loyal and valuable to the organization. Confrontation was viewed as an admirable trait that showed everyone who was “in-charge” and was potential managerial or executive material.

When this kind of a culture exists, a large part of everyone’s positive mental and emotional resources are wasted playing “got-ya” in an effort to allow the egos of some to make themselves appear superior to others. This problem has been modeled in government, business, and many religious organizations for hundreds of years.

Culture is never an easy thing to change. It takes time, energy and persistence. But, here are some things you can do.

1.  Lead by example. Don’t participate or play the game of “got-ya.” When this is done in your presence, let it be known by your look and gestures that you are not impressed by this kind of self-absorbed behavior. Whatever you do… don’t laugh at putdowns, or do anything that openly or even subtly encourages this kind of behavior. If it continues…

2.  When an individual does this in a group, or to you personally, say with a smile on your face, “Greg, this kind of an attitude is not important or relevant. The question we should be addressing is what is wrong, not focusing on who is wrong.”

If the behavior continues make statements like, “This approach of making everything personal is not helpful to our team. I would appreciate it if we could focus on genuine problems and not the people you differ with. If it continues…

3.  You need to address this issue “one-on-one.” No one ever said that leadership is easy. Sometimes you must address issues head-on, and for the sake of the organization you need to be frank and pointed. Let the person know that their behavior is not professional, mature or productive in the workplace. To see how to correct a co-worker effectively read this leadership tip.

4.  If it continues… there are a number of options you need to consider. Is there another supervisor or executive who can also approach this individual with a similar message to reinforce what you said? Are the individual’s contributions so important that everyone else can endure his or her behavior? Is the behavior so divisive and harmful to productivity that the person needs to be employed elsewhere? If you get to this point, these are serious questions that must be answered. 

If you are a manager or supervisor never… ever… promote a person who demonstrates this kind of behavior. If you do, it sends a loud message throughout the organization that being a jerk who criticizes and confronts everyone else is what it takes to get ahead in this company. Be assured of this fact. You will inadvertently reinforce a culture of negativity and politics in the organization and this is destructive. If the person is extremely talented and otherwise promotable, let them know that it is this trait that is holding them back. Document it on their annual review.

If you address this problem with skill, patience and dignity you may help that person to see how harmful their behavior really is. The truth is they are very insecure and lack a real sense of self-worth! They mask this to the world by confrontational behavior. You may help this individual grow to another level and at least modify their attitude and behavior. But remember that you can’t change their behavior… you can only point out to them how they come across and hurt others. Only they can change themselves.

If you have a challenging question you would like our consultant to discuss, please email your question here. We will be happy to keep your question anonymously.

* The advice and counsel offered by the consultant is based on the limited information provided by the questioner. No two situations are exactly the same, and the consultant makes every effort to provide helpful and educational counsel based on the information supplied.

About the author:

Greg has an extensive thirty-five years experience in public speaking and has spoken to hundreds of audiences worldwide. Greg has a Master of Arts degree in Leadership from Bellevue University, where he also has served as an adjunct professor teaching courses in business management and leadership since 2002. His first book, 52 Leadership Tips (That Will Change How You Lead Others) was published in 2006 by WingSpan Press. His second book, Making Life's Puzzle Pieces Fit was published in March 2009. Both are available at amazon.com. Greg is also the president of Leadership Excellence, Ltd and a Managing Partner of the Leadership Management Institute. Leadership Excellence, Ltd. effectively builds individuals and organizations to reach their highest potential through enhanced productivity and personal development using a number of proven programs. He is also the president and founder of weLEAD Incorporated.

This material is copyright protected. No part of this document may be reproduced, in any form or by any means without permission from weLEAD Incorporated. Copyright waiver may be acquired at the weLEAD website.

This morning I woke up about 5:45 AM. I couldn’t go back to sleep so I eventually got up and sat down in my favorite upholstered rocking chair. From the strategic position of this beloved chair I can look out our bedroom windows and see directly east.
During much of the year the sunrise is obscured by the growth of deciduous trees that cover much of our property. However, during the late fall and winter this thicket of bare trees stand tall as a lonely testimony of the coming winter. As I peered out the window this morning deep in meditation I was struck by the beautiful glowing hues of orange and pink light as the morning rays of sun peeked over the horizon. Once again I was reminded that each day is a gift.

For thousands of years poets and bards have written about the power and opportunity that exist within each day. Some sage scribes have wisely observed how a single lifetime is aptly portrayed in a single day. The sunrise begins a new day of life as the world comes to celebrate its fresh start through the sounds of birds, stirring insects and waking of mammals. The day continues on as it peaks in mid-day at full strength and full of brilliance. As the day continues to grow old it slowly wanes into a mellow evening. Finally each day ends quietly at sunset with a certain stillness. There are some lessons we can learn about the power of each new day.

We just simply assume that there will be many tomorrows. We sometimes act as if we are entitled to a long life...as if it is owed to us. This is a false assumption because no one has been given the promise of another tomorrow in this world. In western society we don't even like to discuss death. We want to mask its reality with words like "passed away" or "departed" or "no longer with us". We sanitize the prospect of death by sending many of the dying to hospitals and we use modern embalming methods to make the dead seem like they are still alive...only sleeping. But the reality is that life is short and if we receive the gift of another day...only then will we be here tomorrow. Everyday is a precious endowment and each morning, as the first waking consciousness of thought floods into our minds, we should be thankful for the gift of another day of life. Being a religious person, I personally thank my God for this special gift.

The distinctive impact of every day is that it holds the promise of a fresh new start. It provides the opportunity to do something different, start something new, break a bad habit, or establish a good habit. In other words, it gives us the power to choose a new course or direction. So why don’t we typically appreciate this fact and fresh prospect? Why do we continue to do and “choose” the same old things every day, including some that are detrimental to us? The answer lies in our life style. We are culturally programmed to desire comfort and resist change. We often know we should change things and we promise ourselves we will do it someday. The problem is that “someday” seldom comes and eventually we all run out of someday’s. This self-imposed “comfort zone” convinces us that change is always something we can do tomorrow. But, here is an absolute truth…today is a gift, and tomorrow is promised to none of us! Dr. Roger Birkman encourages self-discovery and reminds us that:

“Some people who have become successful at “hiding behind” socialized behavior are reluctant to consider the truth about who they really are. Most people don’t mind dealing with their strengths, but prefer to close their eyes to any possible weaknesses.”

Leaders are “agents of change”, and if change is to occur at all it must begin somewhere and within someone. The role of leadership is to envision a better future and become the change agent that makes this future possible. This is true of business, community or personal life. But it all starts with an individual choice to begin a process of change. It has been said that we must become the change we wish to see. Many businesses have “closed their doors” because its management waited too long to begin meaningful change. Many others have failed because they were so unaccustomed to change they were unable to motivate others to participate in their final attempt toward survival. In a similar vain, many individuals have self-destructed because they waited too long to change their dysfunctional lifestyles or to ask for needed help. What I am getting at here is one simple point! Whatever you need to change in your life, or in your business, the time to do it is now! Tomorrow may be too late and odds are if another tomorrow does come, you will also be unwilling to do it then.

I have the good fortune to teach management classes at Bellevue University. These are college Online courses particularly oriented for working adults. Most of these students have full-time family and career responsibilities. These classes are not easy. The outcome and expectation of these classes is the same as in a traditional classroom environment. To be successful requires a real personal sacrifice and dedication. Why do these individuals with other full-time responsibilities tackle a demanding and difficult one-year accelerated management program? Because a day came in their lives where they realized they needed to make a change. They also realized they needed to do it now! Like most individuals, each one of them could have come up with a dozen legitimate reasons why they couldn’t go back to school and get their college degree. Instead, they choose to make an important investment in themselves and their futures…and to do it now. You really have to commend and admire these change agents.

How about ourselves, and the changes we need to make? There is no time like the present. To fulfill our role as leaders requires us to “seize the moment” and begin the difficult process of change...right now. Problems and difficulties don’t go away or solve themselves by negligence; they tend to only get worst. Now please don’t get the wrong impression from this article. My intent is not to encourage anyone to plunge forward with a decision that has not been well conceived, thought out or planned. We need to get the facts and analyze the need for change before lurching into the unknown. However, when we are convinced and know that change is necessary, it is time to act and begin the process.

Do you see changes that need to occur in your personal life? Remember that tomorrow is promised to no one. Each day is a gift. Do you see changes that need to occur in your community? Become that advocate of change because tomorrow is promised to no one. Each day is a gift. Do you see changes that need to occur on the job, in your career or in your business? Become a change agent because tomorrow is promised to no one. Each day is a gift. As authors James Waldroop and Timothy Butler remind us:

“If you are alert to the signs and symptoms of the patterns that cause you trouble, if you are willing to recognize them for what they are, and if you are willing to work hard to keep yourself from falling into the old familiar behaviors---then over time your struggle with self-defeating behaviors will become less difficult and you will be increasingly successful in your efforts.”

I would like to conclude with a couple of thoughts...

1. Begin to look upon the start of each new day as something special. Don't take a single day for granted. Take at least a few moments during each day to walk around and observe the world. Savor the natural beauty and majesty of an occasional sunrise or sunset. Ask yourself, what did I learn today? Did I make a difference in someone else’s life? Did I encourage someone, thank someone, help someone or bring a smile to another person’s face? These are the soft-skills that effective leaders must master!

    

2. Learn to separate your work responsibilities from your family life. Don't carry your work and its frustrations home with you at the end of a day. There are many distractions in life and they can consume our minds and limit our happiness. Work is important...but there is more to life than work. Remember that no ones headstone has the following engraving. "I wish I had spent more time...in the office." Some people foolishly think they can achieve immortality through their work. I prefer the comment I heard in a Woody Allen movie. A character states, “I don’t want to achieve immortality through my work. I want to achieve it by not dying!”

    

3. Each day let your loved ones know just how special they are. You may not get another chance in this lifetime. Too many people delay spending time with their loved ones thinking they can do it on vacation...or when we retire...or during the holidays. Like the need for change, it is often put off until it is too late. Especially if you have parents, grandparents, aunts, uncles or elderly friends and relatives. Talk to them today…because each day is a gift. If you have a poor relationship with a former friend, coworker or neighbor, talk to them today. Make a serious effort to heal the breach and build a new relationship. Remember people are more important than possessions.

Tomorrow morning another sunrise will occur and a new day will dawn. Billions of individuals will see just another day much like the millions of days that preceded it, and the million more days they expect to follow it. But within this mass of humanity a few individuals will see something more meaningful. Some will be inspired by this unique opportunity to accept leadership roles and become advocates of change. They will realize that this single day is unique and there will never, ever be another one exactly like it. They will understand that they have the power to choose a different outcome in their lives or surroundings. They will make a bold choice to be, or do something different.

I hope that one of these unique individuals is YOU!

Comments to: gthomas@leadingtoday.org

About the author:

Greg has an extensive thirty-five years experience in public speaking and has spoken to hundreds of audiences worldwide. Greg has a Master of Arts degree in Leadership from Bellevue University, where he also has served as an adjunct professor teaching courses in business management and leadership since 2002. His first book, 52 Leadership Tips (That Will Change How You Lead Others) was published in 2006 by WingSpan Press. His second book, Making Life's Puzzle Pieces Fit was published in March 2009. Both are available at amazon.com. Greg is also the president of Leadership Excellence, Ltd and a Managing Partner of the Leadership Management Institute. Leadership Excellence, Ltd. effectively builds individuals and organizations to reach their highest potential through enhanced productivity and personal development using a number of proven programs. He is also the president and founder of weLEAD Incorporated.

References:

Birkman, Roger. True Colors. Nashville, Tenn: Thomas Nelson Publishers, 1995

Waldroop, James., Butler, Timothy. Maximum Success. New York: Doubleday, a division of Random House, Inc., 2000

Occasionally a book comes along that is short, a pleasure to read and truly helpful. If You Haven’t Got the Time to Do It Right, When Will You Find the Time To Do It Over by Jeffrey J. Mayer is such a book. Mayer has spent much of his career as a time management consultant and he has written a basic primer for those interested in organizing their lives to a greater degree.

Most of us are being required to do more work with fewer people. How to get this increased workload accomplished is a common problem. Mayer asks, “But are we really increasing our productivity, or just the number of hours we work?” He then offers a solution. The key to getting work done is not simply to work harder and longer but smarter! Better organization is a solution. This book is centered on the principle of “save time by wasting less of it!” The author uses his vast experience to offer ideas, techniques, and concepts to save time and use it more effectively.

If You Haven’t Got the Time to Do It Right, When Will You Find the Time To Do It Over provides common sense ideas that really work if we are willing to apply them. Being creatures of habit we tend to do things because that is the way they have typically been done. Mayer has boldly stepped out of the habitual routine to find ways to overcome daily obstacles to time and productivity. He attempts to show how time can be saved in “small pieces” rather than in large blocks. He ponders, “Save thirty seconds every five minutes, and by the end of the day, you’ve saved an hour.” The book is divided into two parts. The first part shows you how to organize your workspace including your office, files management and desk. The second part shows you how to streamline your entire business to become more productive and organized.

This is a useful and rewarding book. If it helps you to change only one routine in your life due to its beneficial ideas it will have served a valuable purpose. Easy to read and understand from cover to cover!

If You Haven’t Got the Time To Do It Right,

When Will You Find the Time To Do It Over?

Fireside/Simon & Schuster, 1991 (155 pages in paperback)

Author Jeffrey J. Mayer

ISBN 0-671-73364-8

weLEAD rating highly recommended

 Buy This Book at a Discounted Price Here!

One Leader's Perspective

The greatest complement I have ever read was directed toward Thomas Jefferson. President John F. Kennedy was speaking at a White House dinner given to honor Nobel Prize winners throughout the Western Hemisphere. Kennedy looked out over the distinguished guests and stated that they were “the most extraordinary collection of talent, of human knowledge, that has ever been gathered together at the White House, with the possible exception of when Thomas Jefferson dined alone.”

Thomas Jefferson was an original American patriot. His personal views on individual freedom and religious liberty has greatly inspired many political leaders around the world for over 200 years. We typically think of Jefferson as a man who achieved many outstanding accomplishments in his lifetime. Indeed, he is known as the 3rd President of the United States and author of the American Declaration of Independence. Less known are his other lifetime achievements, including Virginia State Governor, American Vice President, Secretary of State, Ambassador, architect, inventor, philosopher and founder of the University of Virginia. Thomas Jefferson demonstrated a lifetime of vast achievement and leadership, yet few know his life was also filled with great personal challenges. All of us face obstacles and difficulties on almost a daily basis. But very few people realize the adversity Jefferson faced during the prime of his life. Yet, some of his most significant personal and public achievements were accomplished during these times of great personal sorrow! In briefly examining his life we can better appreciate his leadership qualities. His personal endurance can provide a few valuable lessons for us today.

As is true of all great leaders, Jefferson was not a perfect man. Like all human beings, he had a number of individual flaws and weaknesses. Recent DNA testing has established the strong possibility that he may have secretly fathered children through a slave named Sally Hemings. However, one cannot read about his life without appreciating how much he shaped the civil freedoms and religious liberties we cherish in our modern western world. Throughout history men of great governmental leadership have been rare. Jefferson was not born to lead. Most who met him described him as shy and one who attempted to avoid a prominent role. He often remarked how his only desire was to be left alone to farm at his beloved home called Monticello. However, historical destiny would provide other opportunities for him. As we will see, he developed leadership by first experiencing and learning followership. Before he became an effective leader, he first became a practical follower!

Thomas Jefferson was born in 1743. He was the son of a Welsh farmer who owned a large plantation in the British American colony of Virginia. Thomas was blessed to receive a good education and strong moral teachings from loving parents. From his father and his rural surroundings he acquired a lasting interest in the sciences and in education. He also developed a love for Greek and Latin at a young age. As a young adult, he attended the College of William and Mary in the early 1760’s. Jefferson eventually received his law degree in 1767. After he began his law practice, an interest in politics led him to be selected as a delegate to the Virginia House of Burgesses. The House of Burgesses was a colonial legislative assembly under the authority of the British appointed governor. Three years later, at age 29, he married a wealthy widow named Martha Wayles Skelton.

Jefferson was a reserved person by nature and spoke in a very soft voice. He was never considered eloquent in speech and gave few public speeches in his career. By today’s definition we would not say he had charismatic leadership. But those who spent time with him found his conversations and personality engaging. One of his earliest recognized talents was skillful writing and prose. In his lifetime, Jefferson wrote over 18,000 letters. This talent would serve him well throughout his lifetime. By the 1770’s the American colonies felt unfairly dominated by Great Britain. Delegates from these colonies assembled as a Congress to discuss their grievances and future relationship with Great Britain and its king. Jefferson was chosen to represent Virginia at the 2nd Continental Congress in 1775. By the time of the 2nd Continental Congress, his previously published writings on the "rights of people from tyranny" had already caught the attention of many other delegates to the Congress.

At the young age of 33 years old Jefferson was asked to be the junior member of a committee whose task it was to draft the American Declaration of Independence. He served with two notable individuals whose senior status and outspoken manner made them prominent leaders in the Congress. They were John Adams and Benjamin Franklin. Being a junior member of the committee, Jefferson resisted writing the draft and suggested that Adams create it. Reputedly it was John Adams who convinced the younger Jefferson to construct the document. He told Jefferson there were three reasons why he should write the document. Reason one was that Jefferson was a Virginian and Adams thought a representative from a southern colony like Virginia should “appear at the head of this business.” Reason two, Adams continued is that “I am obnoxious, suspected and unpopular. You are very much other wise.” Reason three Adams opined is “You can write ten times better than I can.”

Jefferson completed his draft in late June of 1776. He was about to learn a valuable lesson in followership. Being a talented young man and gifted in writing, he was naturally proud of his draft document. First his original draft was amended when both Adams and Franklin made alterations with their own handwriting on Jefferson’s draft. The committee presented it to Congress on June 28^th of 1776. The debate on the Declaration began on July 1^st and lasted three days. Jefferson sat and watched the Congress considerably alter his document as presented by the committee. The Congress cut about a quarter of the text, polished some of the wording, and made some substantive changes. Jefferson later wrote how painful and humbling it was to experience this debate. He felt his original document was “mangled” by the Congress. This was a powerful lesson in followership for Jefferson. Oftentimes the best efforts of followers may not be what are most needed or expedient for a given situation. Wise followers accept this fact and continue to make significant contributions to the organization because they want what is best for the organization rather than their own ego! Through this painful experience Jefferson learned about the difficulty of working with other powerful or dogmatic personalities. He learned about the value of building consensus and accepting rejection. Today Jefferson is rightly credited as the author of the Declaration of Independence, yet few people comprehend how he learned to be a follower within the Congress.

The American Colonies revolted and went to war. Jefferson was a legislator and Governor of the state of Virginia. In 1782, Jefferson became a member of the newly formed Congress of the United States, and in 1784 he was named the American ambassador to France. This decade of his life was one of tremendous accomplishment. As a legislator he had instituted many social reforms to protect individual rights and the use of private property. As a member of Congress he played a pivotal role in the establishment of a new nation. He was influential in guaranteeing that no one church would become the official state religion of the United States or receive state financing. He risked his personal life and wealth for the principles he believed in. His leadership accomplishments are impressive. However, they are all the more astounding when we realize what else was going on in his life!

This same decade of his life would also bring about a number of personal tragedies. In 1773 his father-in-law died. Shortly afterward his best childhood friend died suddenly leaving a wife and six children. The next year his first daughter Jane was born, but she would die 18 months later when Jefferson was 31 years old. In 1776, his mother died unexpectedly at age 57. One year later Jefferson’s first son was born and died within a few hours of birth. In 1781 a series of personal trials occurred. First, the British army invaded Virginia and captured his beloved Monticello. Jefferson barely escaped capture by the army. He broke his left wrist while being thrown from a horse. Also during this year, his reputation was damaged when his political enemies convinced the Virginia State Assembly to investigate his conduct as governor of Virginia. The very next year, his wife Martha died just a few months after giving birth to their daughter Lucy Elizabeth. On her deathbed she made him promise never to marry again. Jefferson was now only 39 years old and he kept his promise to Martha. Though he would live another 43 years, he never did marry again.

Most of us would certainly agree that Thomas Jefferson experienced many distressing personal trials during this 10-12 year period. But, sad to say, that was not all! At age 41, he witnessed the death of his daughter Lucy Elizabeth, who died of “whooping cough”. One year later, he stumbled while walking and broke his right wrist. It was not set properly and he suffered pain in this wrist for the rest of his life. During various times of his life he also suffered from prolonged migraine headaches that almost incapacitated him. Another worry he experienced was mounting debt problems for allowing his farm to deteriorate while he served his country in various roles. Remember, all these events were happening while Jefferson was involved in the leadership of founding and managing a fragile new nation. History has recorded all of his many achievements during theses very years when these personal trials were occurring in his life. Few understand what was going on in his private life. He suffered more distressing personal trials than many of us have. However, Jefferson is not remembered for his trials, but for his accomplishments as a powerful and effective leader.

Jefferson had a great leadership quality that set him apart from many others. He did not allow the difficult circumstances of life to crush his inner spirit or his desire to serve others who called upon him for help. Yes, like all of us he could become very discouraged. Upon the death of his wife he remarked to others that he even wanted to end his life. He certainly hurt, mourned, and experienced depression and sadness like most of us. Yet he was able to reach deep inside, shake off these natural emotions and go forward. Jefferson was a lot like another great political figure that arose in the 20^th century. Winston Churchill shared this same quality with Jefferson. It is Churchill who roared…”Never give in, never give in, never, never, never, never – in nothing great or small, large or petty – never give in except to convictions of honour and good sense.”

Thomas Jefferson was able to endure great personal hardship in life because he was a man of purpose. He viewed life as an opportunity to explore the universe and gain knowledge about the wonderful world around him.  He wrote the following statement in 1786 that revealed his zest for life even with all of its trials and obstacles. “Hence the inestimable value of intellectual pleasures...Ever in our power, always leading us to something new, never cloying, we ride, serene and sublime, above the concerns of this mortal world, contemplating truth and nature, matter and motion, the laws which bind up their existence, and the Eternal being who made and bound them up by these laws. Let this be our employ.” It is obvious from his many writings and he had an enthusiasm for life, knowledge and exploration. Another positive leadership quality he possessed was an interest in manydiverse subjects and ideas. He was not obsessed with a single narrow interest, but had many individual interests. Those who met him were astounded at his interest and knowledge in all the sciences and humanities. Some of his numerous hobbies included gardening and practical household inventions. These hobbies helped to refresh his mind and add spice to his life. What a contrast to many leaders today who are so narrow minded or heavily focused on a single issue they leave their followers remarking that they “need a life”!

A reason Jefferson may have been able to overcome personal tragedy and hardship was his rather unique religious beliefs. He was not an eager supporter of the organized religion of his day. Yet it was Jefferson who refers to God three times in the American Declaration of Independence. Some have labeled him a “deist” and some of his political enemies even claimed he was irreligious. The truth is that Jefferson was a deeply religious man in a nontraditional way. He was a firm believer in religious freedom and rejected the traditional views and doctrines of most churches that existed during his time. Feeling that some had distorted the original teachings of Jesus Christ, Jefferson assembled only the words of Christ out of the four gospels and created a book now known as theJefferson Bible. This was the book he took to bed with him to end his day. In a letter he wrote to John Adams, he stated that he read this book for “an hour or a half’s...reading of something moral whereon to ruminate in the intervals of sleep.” Jefferson is not alone among great leaders who drew upon their religious principles or values during times of turmoil and instability.

Thomas Jefferson died on July 4th, 1826, the 50th anniversary of the signing of the Declaration of Independence. His final letters to fellow patriot John Adams and many other friends reveal a man who had mellowed and changed through a lifetime of experiences and personal suffering. Even his final years offer us a valuable lesson in leadership. Near the end of his life Jefferson renewed his friendship with the elder John Adams. For many years they had not been friends. After the revolution and founding of the United States both had become bitter political adversaries. On many issues they were on opposite ends. They grew apart and for many years never communicated directly. However, both leaders deeply understood an important leadership principle. Don’t make political or organizational differences personal! People are more important than programs. Friendship should transcend policy. Both men made an effort to renew their past association and truly became friends. In their later years it gave these two sages an opportunity to discuss their views and differences on political theory and philosophy in a 15 year long letter writing campaign.

Examining the life of Jefferson is a study of the qualities of great leadership. From the writing of the Declaration of Independence to the purchase of Louisiana territory, he was willing to undertake personal risk and responsibility. In accepting the many poorly paid political offices he served, Jefferson sacrificed many years of productive farming and his wealth. He envisioned America as potentially greater than it was and did what he could to make the promise of America a reality. He dedicated his entire adult life to the pursuit of reason that government should serve its citizens and not be their master.

Thank you Mr. Jefferson!

Comments to: gthomas@leadingtoday.org

About the author:

Greg has over 20 years of sales and marketing experience within the electrical distribution industry. Some of his positions have included being a National Sales Manager, National Marketing Manager and for the past 9 years that of Regional Sales Manager.  He also has extensive experience in public speaking and has written articles for various publications. In August of 2000, Greg completed his studies for a Master of Arts degree in Leadership from Bellevue University. He is the founder of weLEAD Incorporated.

References:

Brodie, Fawn, (1974) Thomas Jefferson – An Intimate History. New York: Bantam Books

Cunningham, Noble, (1987) In Pursuit of Reason – The Life of Thomas Jefferson. Baton Rouge, Louisiana:

Louisiana State University Press

Ellis, Joseph, (1997) American Sphinx – The Character of Thomas Jefferson. New York: Alfred A. Knoft  (Random House)

http://www.monticello.org/

http://www.pbs.org/jefferson/

 During the last week of the month of July 2002, much of the USA was transfixed with the rescue of miners beneath the earth in Somerset, Pennsylvania. For 77 hours the news media ran constant updates on the fate of 9 trapped miners. I was one of the people who found myself attracted to the story and its outcome for a number of reasons.

First, by coincidence, while they were trapped, I stayed overnight at a Hampton Inn in Somerset, PA during a business trip. I had chosen that night and location a week earlier only because it was right off the PA Turnpike. A number of TV reporters stayed at the same facility. Secondly, the event had all the ingredients of a great news story…tragedy, fear, tension, hope, triumph and a wonderful ending. There was something else inherent in this story that was covered sparingly by the news media. It is the outstanding example of leadership demonstrated by so many fine people. In this article I would like to examine the chronological events of the rescue and provide some lessons we can all learn from them. As we go through these events and review the lessons to be learned, ask yourself how they might apply to your business, family or community.

Wednesday, July 24th
8:50 PM

A number of miners are working 240 feet below the earth mining for coal. The Quecreek mine they are laboring in is close to an older abandoned (Saxman) mine that has previously been flooded with water. Supplied with outdated maps and information, the Saxman mine is not expected to be adjacent to where they are digging. The miners accidentally break through the wall of the abandoned mine, allowing over 50 million gallons of water to rapidly flood their mining location. Nine of the miners are able to escape the waters out of the mine entrance by fleeing 1½ miles to the top. However, 9 other miners are left trapped. The waters quickly engulf the mine sealing the entrance and forcing the trapped miners to seek the highest point underground. They eventually gather together in a higher pocket of the mine, but the waters continue to swell, making the prospect of drowning a real possibility! They are virtually trapped and helpless with no possible way of escape. For a while they have radio contact with the other group of miners who escaped but they soon lose all contact. It will take a miraculous rescue to save them, or they are absolutely doomed to die. All they can do is hang on together and wait.

Leadership Lesson: These men had been trained in effective safety procedures. Because of their extensive past training they know what to do in an emergency! They gather themselves together in one location where they believe they have the best opportunity for survival from the rushing waters. These are individuals who understand the necessity of contingency planning. When an emergency strikes it is too late to “wish” I had considered this possibility before! They knew what to do because they had previously been taught to analyze potential situations like this and had mentally rehearsed how to respond this kind of a crisis. When the emergency occurred, they were almost able to respond instinctively and effectively. We too need to think and plan ahead for contingency situations. To ask the question “what if” is not intended to make one paranoid or over anxious, but to consider the possibilities that exist. Sometimes these possibilities are unpleasant but a leader knows the importance of at least mentally rehearsing plan “B” or “C” ahead of time in case plan “A” backfires.

Workers who escaped the mine inform those working on top that the tragedy has occurred. Without hesitation, it is decided that an airshaft pipe must immediately be sunk into the mine to provide fresh and warm compressed air. There is serious concern about hypothermia setting in since the mine and water temperatures are in the 55-degree range. It will also help stabilize an air bubble in the mine keeping the waters at bay from engulfing the miners. No one knows exactly where they are! However, the other miners who escaped know where the trapped miners were working. These miners who escaped offer valuable input on where they might be located.

Leadership Lesson: This is a time for immediate decision-making skills. The issue is life or death and there is no time to debate the merits of an airshaft. Remember that the most effective type of leadership in emergency situations is autocratic leadership by an individual who knows what to do and has the courage to demand it. There is no time for committee meetings, consensus building or impact studies. The most important decision of the entire rescue is made right here to get warm compressed air to the miners ASAP! The problem with many individuals is that they are autocratic in all situations, including non-emergency situations. By doing this they fail to use the needed talent and experience of others in making daily routine decisions. By always having an autocratic demeanor they alienate other highly talented people and make some big mistakes because they don’t listen to others well. Do you remember the example of the former Mayor of New York City, Rudy Guiliani? Before the tragic events of 9/11 he was harshly criticized for his overbearing leadership in guiding the city. However, during and after the events of 9/11, his autocratic style was exactly what was needed during a time of extreme emergency and urgent decision-making needs. There is a difference between the rare emergency response needed in times of crisis and the most effective response in typical situations. Want to be a highly effective leader? Know the difference!

11:30 PM

Bob Long has just gone to bed. He gets a phone call about the disaster. Bob is an engineer for CMI engineering in Somerset, PA. Bob has $60,000 worth of military grade high-tech surveying equipment in the back of his Chevy Blazer. He is told, “We need your GPS stuff down here right now!” It is Bob who will decide exactly where this 6” airshaft will be located. Bob uses his laptop computer and a sophisticated Global Positioning System to communicate with a satellite and determine the coordinates of the mine location. At 1:15 AM on Thursday morning, Bob drives a stake into the ground at the precise spot they will drill. It is believed to be directly over the area of the mine where the trapped miners would have gathered together. It is in a farm field right off an access road near the highway. However, an error of a few feet either way might miss the tunnel pocket entirely. Since it takes hours to drill a 6”diameter hole 240 feet into the earth, they don’t have the time to poke around until they find the right spot. The drilling begins with not only the 6” airshaft, but with other shafts intended to pump water out of the mine and lower the water level. Rescuers have requested a special 30” diameter drill to be sent from West Virginia to drill a rescue shaft.

Leadership Lesson: Bob Long is a real hero. He has the training, skills and tools needed to get the job done right the first time! But he doesn’t act alone. First he must find out from others where they truly believe the trapped miners have taken refuge. He must use all the skills he possesses to set up the equipment correctly, take the right measurements, enter the correct input on his laptop computer, double check his measurements and analyze the results. Then he must decide, and accept the responsibility for his final decision. This is not the time to wish he had taken that “other” class last year or bought the new laptop a month ago. It is a time to focus, use all the skills at your present disposal, and get the job done. He does his job well, drives in the stake where the digging is to begin and totally accepts the pressure this task has required. Too many individuals suffer from analysis paralysis and become ineffective because they won’t make the difficult decisions. They will often find 100 reasons why they can’t. Effective leadership requires using all the tools presently at your disposal, making the decision and accepting responsibility for it. For more information on “analysis paralysis” read our weLEAD March 2002 Tip of the Month located here!

Thursday, July 25th

5:30AM

After a few hours of drilling, the 6” airshaft is dug and the pipe is sunk into the ground. The miners are reached and are in the location where they were expected to be! The shaft begins pumping warm compressed air into the ground. The miners tap on the shaft to let the rescuers know they are still alive. The taps continue until about noon. But with so much drilling going on it is very hard to hear them.

Leadership Lesson: The miners communicated back to the rescuers that they were alive and appreciated the effort to help them. They banged on the pipe and on the ceiling to communicate they were still alive and in need of rescue. Great leaders seek and desire communication from others. Remember that communication is a two-way street and it is far more than simply the expression of words. Communication is also expressed in our gestures, facial features, personal demeanor and how we react to events. Yet, the most important words a leader can give to someone who is struggling on the job, at school or at home is “I care, and I am here to help.”

Afternoon

A 30-inch-diameter drill arrives from West Virginia to drill a shaft wide enough to drop a rescue cage and pull the miners to the surface. Drilling begins in the evening and is expected to last 18 hours to reach miners if all goes well.

Friday, July 26

1:00 AM

Unfortunately, all does not go well! After drilling down only 100 feet the bit on the giant drill breaks while drilling through hard dense rock. This temporarily halts all digging efforts. This is a discouraging blow to rescue efforts. Workers attempt to remove the bit with a tool that was supposed to grab it and twist it loose, but the shank of the bit was stripped and it wouldn’t budge. It would end up taking 14½ hours simply to get the broken bit out of the hole.

10:30 AM

Drilling begins on a second rescue shaft while workers try to get the broken drill bit out of first hole.

Leadership Lesson: Life is full of disappointments. Sometimes the best efforts and finest motives of leaders still must confront large problems. But leaders don’t give up or quit. They reach deep down to solve difficult problems and overcome obstacles. Don’t ever forget the classic short commencement speech given by Winston Churchill where he powerfully told a graduating class only a few short words that included…never give up! Leaders also step out of the box and look for creative solutions to problems. In this case, if the first rescue shaft is halted, start another one. As it turned out, it is now believed by some observers that this may have been a blessing in disguise. It is possible that if the 30” drill-bit had not broken, and the miners had been reached this early, it may have created suction or flooding of the mine pocket because not enough water had yet been pumped out! Leadership requires imagination and flexibility when plan “A” is often thwarted.

12 PM

U.S. Navy personnel arrive with hyperbaric pressure chambers in case rescued miners need decompression to avoid the bends. It is also later planned to have 9 EMS vehicles ready to drive the miners for medical care and 9 helicopters ready to fly them to medical facilities if necessary.

Saturday, July 27

Morning

While the drilling continues, crews begin reviewing and practicing underground rescue procedures they'll perform if the trapped miners are found alive.

Leadership Lesson: Notice the advance planning and strategy. People are not simply standing around and wringing their hands. Leaders are thinking one, two, and three steps ahead! What if the EMS vehicles are too far away from the right medical facility? We will use helicopters. What if the miners have the bends? We will have hyperbaric chambers on site. What if we find the miners are in “such and such” condition or situation? We will have rescue crews practicing procedures beforehand for most any contingency. The same holds true for any leader. We must think one, two, three steps ahead of where we are right now. How do we do this? It is easy if we have a vision. The vision in this mining crisis was to bring the miners out alive. This vision naturally led to a number of questions that begged for real solutions. The same is true for us and if you struggle to think or plan ahead it is probably because you really don’t have a well-defined vision for yourself or your organization.

1:30 PM

After contact with family members, Pennsylvania Governor Mark Schweiker tells the media that the original first escape shaft has been drilled to a depth of 214 feet. This is just 23 feet from where the miners were thought to be located. Also by this time, shaft No. 2 was at a depth of about 190 feet.

10:16 PM

The drill breaks into chamber pocket where the trapped miners are all huddled. The rescuers lower a phone and contact the miners.

11:32 PM

Gov. Mark Schweiker announces to the world that all nine miners are alive.

Leadership Lesson: There was great sensitivity throughout this event to keep family members constantly informed and notified about achievements before the media or general public was informed. Communication with family was a high priority. Today’s leaders are expected to be sensitive caring individuals who treat others with the respect and dignity they deserve. It is insensitive and selfish to seek or grab attention, or to be the first to “break the news” without considering the people who have the right to hear it first. Think how many recent corporate workers have discovered their fate on television news or in the newspaper rather than hearing it directly from the so-called leaders of the corporation. I am sure this rescue operation was far from perfect. I am also sure there were some strong egos demonstrated by some of the rescue team. But overall, this entire effort reflected a model of servant leadership as everything and everyone took a secondary role to keeping the miners alive, bringing them out of the mine and comforting their families during the long wait.

Sunday, July 28

1:00 AM

The rescue cage is lowered into the mine. Randy Fogle is the first miner pulled from the rescue shaft and the rest of the miners come in 10-15 minute intervals. The other miners in the order of their rescue include Harry "Blaine" Mayhugh, Thomas Foy, John Unger, John Phillippi, Ron Hileman, Dennis J. Hall, Robert Pugh Jr., and Mark Popernack. A statement by miner Harry Mayhugh during a press interview highlights my final leadership lesson. He was asked the following questions and gave the following replies…

Q: How were you guys holding on?

MAYHUGH: “Snuggling each other. Laying up against each other or sitting back to back to each other, anything to produce body heat, you know.“

Q: How -- who was it that really kept you together?

MAYHUGH: “Everybody. Everybody had strong moments. But any certain time maybe one guy got down and then the rest pulled together, and then that guy would get back up and maybe someone else would feel a little weaker, but it was a team effort. That's the only way it could have been.”

Leadership Lesson: Teamwork is what real leadership is all about. It took a large team of individuals to make this rescue successful. Each had their own unique skills and talents to offer. What if there had been no one like Bob Long and his GPS equipment available? What if there had been no one to operate the big 30” drill? What if there had been no one to drill the 6” airshaft? What if there had been no one to connect pumps, or electrical systems, or administrators, planners, or medical personnel? Teams wisely rely on the collective talent they possess to achieve great things. Great leaders know their own limitations and put together teams to create an unlimited synergy for success. The miners were a team. They worked together, struggled together and were willing to die together by even tying themselves up as a single team. The miners knew they were in this situation together. They huddled together for comfort, strength and encouragement. They relied on each other for emotional support. Individually they would become discouraged and weak. But, together they encouraged each other and were hopeful. The lesson here is the remarkable power of teamwork. Here is an undisputable fact… a team of determined individuals committed to a great cause is far more than the sum of its parts! This is a vital lesson for modern leaders to ponder. If you think about it, no single individual stood out as the leader during this entire crisis. Yes, the governor was given a prominent TV presence, but even he would admit that he was not the single leader. Why? They were a team…all leaders…all-pulling toward achieving the same vision and goal…each playing their vital part.

The mining accident in Somerset, PA concluded with a positive and happy ending. A nation watched, prayed and rejoiced to see the successful conclusion. The entire event was a fine example of leadership in many different dimensions. People know how to pull together and demonstrate leadership in tragic emergency situations. We have seen this recently in the World Trade Center disaster and in this mining rescue. Mankind has been occasionally able to do this for thousands of years in virtually every culture. Yes, many fine people seem to almost instinctively know how to do this in rare or catastrophic situations.

But a truly great people will learn how to make this kind of leadership part of their culture every day!

Why not start today?

Comments to: gthomas@leadingtoday.org

Related Articles:

http://www.cnn.com/2002/US/07/28/mine.turning.point/index.html#

http://www.cnn.com/2002/US/07/28/mine.mayhugh.cnna/index.html

About the author:

Greg has over 20 years of sales and marketing experience within the electrical distribution industry. Some of his positions have included being a National Sales Manager, National Marketing Manager and for the past 10 years that of Regional Sales Manager. He also has extensive experience in public speaking and has written articles for various publications. Greg has a Master of Arts degree in Leadership from Bellevue University where he presently serves as an adjunct faculty member teaching courses in management. Greg is also the president and founder of weLEAD Incorporated.

Greg L. Thomas wrote this book deliberately to remind his readers of what principled-living is all about. I am reminded almost daily of the poor decisions made by others who unbelievably feel the correct way to treat others is through lying, cheating, corruption or deception. This is done by many individuals simply to move ahead in this world. Living by honest and ethical principles seems to be an out-dated way of personal conduct that was once an expected part of our culture. Sadly, intentionally hurting our fellow man has become socially acceptable in today’s modern world and our organizations. To many, the end results now justify the means… by whatever means are possible to gain an advantage.

The dictionary states that a “principle,” is an accepted or professed rule of action, or conduct. For example, a person of good moral principles accepts those morals as personally valuable, or a rule of conduct. This is exactly how Greg L Thomas describes the 12 Principles in his book. They are endorsed as “accepted professional conduct,” with positive results by using good moral principles.  

As you read this book, you will discover the one clear undeniable fact… these principles are meant for each of us to live by if we truly want to become successful. We cannot expect others to follow us without first living by the principles ourselves, hence the name in the title, “personal leadership.” As the author describes in the book, personal leadership is about making yourself a better person by growing from the inside out and not allowing outside circumstances to determine who you are, or how you should live. By changing yourself first, you will have the moral right to coach and expect others to change and grow as individuals. I was truly captivated and intrigued throughout the whole book because Thomas uses many personal examples from his own life, as well as examples of past historical leaders to show how the principles apply. He discusses their struggles and how by living the 12 Principles they were able to overcome difficult obstacles. I even learned some interesting history about the ethics of my American forefathers!  

Greg L Thomas gives you a blueprint on how to apply, (in order), all twelve principles. Pay particular attention to principles number ten and twelve. Principle ten is titled, “Know Thyself” and Thomas asks us to candidly take an inventory within ourselves. He encourages us to truly understand who we are on the inside, not who we think we are. Only by honestly answering this question and correcting any of our deficiencies, will we be able to live a life without duplicity. You will need to read the book in its original chapter order to appreciate why principle twelve is so powerful. You will soon discover… when reading this final principle why the other eleven principles are so deeply rooted within it, and the author.

I would not be exaggerating when I say that I felt Thomas’s passion as I read each individual principle and understood why they are so important to him. The enthusiasm comes through because he uses them himself to practice personal leadership.  The last chapter was cleverly written because he demonstrates how much more powerful the first eleven principles can be when principle twelve is applied. As I mentioned earlier, the definition of personal leadership is about making yourself a better person, and inspiring others around you to become greater as well. Thomas writes this book to let the reader know how he has grown to become a “servant” leader”, and to outline how you too can become a dynamic leader of others as well.  The question remains… can these principles be learned in the business world?  I believe if we stop the “quick fixes” or the selfish “give me what I want” attitude that so many possess today, we can make our organizations, and our world a better place to live.  Greg L Thomas hit a homerun with this book and I for one will continue to practice and teach these valuable principles of personal leadership.

Making Life’s Puzzle Pieces Fit
Using The Twelve Principles of Personal Leadership

Xlibris - 2009 (150 pages hardback)

Author Greg L. Thomas

ISBN 978-104363-8843-6 

weLEAD Rating – highly recommended

Buy This Book at a Discount Price Here

Motivating others is at the heart of leadership and organizational success. Before we discuss motivation, we need to understand the proper symbiotic relationship between people and organizations. First of all organizations should exist to serve human needs and not the other way around. Organizations and people need each other.

Employees need careers, opportunities, satisfaction and fulfilling work. Organizations need the energy, ideas and talent of its people. When the environment between the organization and individual is poor, one or both will suffer and become victims! The eventual result will be that either certain individuals will be exploited or they will exploit the organization.

With this foundation in mind we can see that leaders seek to nurture an organizational culture where work is productive, energizing and mutually rewarding. To motivate people we need to also understand their basic needs. Psychologist Abraham Maslow created an influential theory to group human needs into five basic categories. These needs are hierarchical and begin with lower or basic needs. As these lower needs are met and satisfied, individuals are motivated by higher needs. The five basic categories begin with physiological needs like water, food, air and physical health. As this need is achieved an individual would seek a higher need for safety from danger or threat. Next is the need for belongingness and love through personal relationships with other people. As this need is met one is then motivated by esteem, the feeling of being valued and respected. Finally, Maslow defined the highest need as self-actualization or the need to develop oneself to our fullest potential. Since Maslow published his “hierarchy of needs”, others have also introduced various theories to explain human needs. All of these theories confirm the complex nature of human motivation.

Researcher Chris Argyris discovered a basic conflict between human personality and the way typical organizations are managed and structured. He determined that managers or bosses tend to control people at the lower levels and this produces dependence and passivity, which are in conflict with the real needs of human beings. Many organizations attempt to restrain workers through the creation of mechanized jobs, tight controls and more directives resulting in frustration. Argyris identified six ways workers respond to these frustrations.

1. They withdraw…through chronic absenteeism or simply by quitting.
2. They stay on the job but psychologically withdraw by becoming passive, indifferent and apathetic.
3. They resist by reducing output, or by deception, sabotage or featherbedding.
4. They try to climb the hierarchy to escape to a better job.
5. They form groups like labor unions to redress a power imbalance.
6. They socialize their children to believe that work is unrewarding and opportunities for advancement are slim.

For many of us we have personally experienced or felt at least some of these frustrations. So what is motivation? It is the ability to provide an incentive or reason to compel others into action or a commitment.

How can a leader motivate others? It starts with the core value that employees are an investment and not a cost. The old model of management was that people are basically lazy, passive, have little ambition, resist change and must be treated like children. This dysfunctional management approach created generations of frustrated workers who reacted and worked exactly like they were treated. The leadership model of management realizes that people are the most valuable resource of an organization and typically its greatest untapped resource!

With this basic value, leaders establish a philosophy of an enhanced human resource strategy. They seek to hire the right people and reward them well. They provide a reasonable sense of job security, promote from within the organization whenever possible, budget generously to train and educate workers, share the wealth of the organization, and provide autonomy and participation. However, there is still one unique trait that sets leaders apart from others regarding human motivation. Leaders recognize that a “one size fits all” approach does not work in motivating most workers. Each person has individual and personal needs. When these are discovered and fulfilled, the human potential of each worker can be maximized.

For example, some individuals are primarily motivated by money, though this has proven to be a short-term motivator. Others are motivated by being part of a team or something bigger than themselves. Others are motivated by continual challenge. Others need constant praise. The point is that all people are different and your leadership goal should be to help each individual to meet their own needs as well as the organizations needs. In reality, helping individuals achieve their personal needs is the most powerful motivator and will result in successful organizational accomplishment. A leadership perspective recognizes the personal contribution of each worker as a source of his or her highest motivation. Each individual has enormous creative power and is a steward of change, problem solving and progress. The very first step in motivating others is to give them respect, dignity and praise for their efforts!

For weLEAD, this is Greg Thomas reminding you that it was Eleanor Roosevelt who once said, “When you cease to make a contribution, you begin to die.”

*Image courtesy of KROMKRATHOG/FreeDigitalPhotos.net