Embracing Innovative Leadership: A Roadmap to Organizational Success

In the ever-evolving landscape of modern business, innovative leadership practices have emerged as the driving force behind organizational success.

As you embark on your leadership journey, three key principles illuminate the path to innovation and excellence: fostering a culture of experimentation, embracing diversity and inclusion, and leveraging technology to drive transformative change.

1. Innovative leadership thrives in a culture of experimentation.

Picture yourself as a trailblazer, unafraid to venture into uncharted territories in pursuit of progress. By encouraging your team to explore new ideas, take calculated risks, and learn from failure, you create an environment where innovation flourishes. Embrace a mindset of curiosity and adaptability, where challenges are seen as opportunities for growth and innovation becomes a way of life.

2. Diversity and inclusion stand as pillars of innovative leadership, enriching your organization with a tapestry of perspectives and experiences.

By fostering an inclusive culture where all voices are heard and valued, you unlock the power of diversity to drive innovation and fuel creativity.

Embrace diversity not as a checkbox to be ticked, but as a strategic imperative that enhances decision-making, fosters collaboration, and enables your organization to thrive in an increasingly complex and interconnected world.

3. Leveraging technology is paramount in driving transformative change and staying ahead of the curve in today's fast-paced business environment.

Embrace emerging technologies such as artificial intelligence, data analytics, and automation to streamline processes, enhance productivity, and unlock new opportunities for growth.

Embrace a culture of continuous learning and adaptation, where technology is not viewed as a threat but as a catalyst for innovation and progress. By harnessing the power of technology, you position your organization at the forefront of industry trends and empower your team to achieve new heights of success.

By fostering a culture of experimentation, embracing diversity and inclusion, and leveraging technology to drive transformative change, you pave the way for innovation, growth, and sustainable success.

As you navigate the complexities of leadership, remember that innovation is not a destination but a journey—a journey fueled by creativity, collaboration, and a relentless commitment to pushing the boundaries of what is possible. Embrace the spirit of innovation, and watch as your organization thrives in the face of change and uncertainty, poised to seize the opportunities of tomorrow.

The Seven Questions of Decision-Making

It sometimes seems like planning and decision-making is alchemy or magic and best left in the hands of consultants. However, leaders of successful tire dealerships realize that planning and decision-making are the lifeblood for their companies' collective destinies.

What if there was a template to apply to planning and decision-making that helps remove some of the sting? If that method was tested and could easily be used by people at all levels of your business, would it be valuable?

The U.S. Army uses an approach called the military decision-making process (MDMP). It is exceedingly thorough, but ponderous and cumbersome. The guide manual to MDMP is over 200 pages long!

When I served in the Afghanistan war, one of our flanking brigades decided to use a strict application of MDMP for every mission. The process was so involved that they missed all timelines — not by hours, but by days and weeks. Their planning was perfect, but their goals were completely compromised.

The simplest solution is usually the best and it’s based on the following seven questions, which were originally developed by the British Army. (We’re now adapting it for the business world.)

When applied — using the scope, time and resources/information available — you will gain a 360-degree view of the situation (any situation) and how to confront it.

Here are the questions, which as you can see, generate a few additional questions:

1. What is the market or competition doing and why?

   Who is winning and who is not? What trends are you seeing and are those trends likely to continue? How does your business fit within this picture currently? The “why” is critical. What is driving your competition’s thinking and are their conclusions valid? You need to get inside your competitors’ heads before you can figure out how to defeat them.
   
   
   
   

2. What have I been told to do and why?

   If you’re the owner of your company, you might think, “Well, no one really tells me what to do.” Even CEOs answer to boards. Survival is a stern taskmaster in business and can dictate actions. Your employees and stakeholders must remain on board with what you’re doing or they will leave. Your customers get a vote, too. No matter your role, someone or something has an impact on your decisions. Your motivation must be logical and rational or no one will support the plan that emerges.
   
   
   
   

3. What effects do I want to have on my market or competition and what directions must I give to develop a plan?

   This is the spot where goals may show up. What would success look like? With this picture of success in mind, who needs to take what actions to make the vision come true? How do you see the competition chasing your business, rather than the other way around?
   
   
   
   

4. Where can I best accomplish each action/effect?

   This helps narrow the scope of your vision. Where will the easiest or most profitable wins come? Geographically, where do your ideas stand the best chance of success? What group, division or areas are impacted the most and will drive success? Who is in the forefront and who supports?
   
   
   
   

5. What resources do I need to accomplish each action/effect?

   Who are the instrumental people for this plan? How much time do you have and how much time can your team spare? What logistics are necessary? What are the costs, in dollars and sweat? For example, can your existing facilities handle the plan or will this require new rooftops?
   
   
   
   

6. When and where does each action take place in relation to each other?

   These are what I call “time hacks.” What can happen now? What actions can happen concurrently? What actions need to happen first before the plan can move forward? These clutch points are bottlenecks and stop forward progress until they’re solved. What actions are most important? Can the actions occur in multiple geographic locations and when?
   
   
   
   

7. What control measures, standards and metrics do I need to impose?

   How will you measure progress? How often will you take a sounding of your progress? What information and data are accepted across your team as key measurements? Who will contribute to the progress reviews and who is responsible for supplying information and data? Who owns the review process? What is the cadence for long-term follow-up? This is key. Too often, beautiful business plans are crafted, bronzed and forgotten when the tyranny of the “now” overcomes the organization. If commitment to your plan is uneven, your team might duck and let the plan blow over and watch it wither from general apathy.

Answering the above seven questions could result in a 250-page business plan or a one-page action plan. If you and your team are investigating a major acquisition and time is available, the document might be long and in-depth. If you’re participating in something less important, your plan will be less involved. But answering the questions gives a complete view of the situation and your plan forward.

Applying the seven questions rests on a few premises:

• Teddy Roosevelt’s adage, “Do what you can, with what you have, where you are.”

• The answer is within you.

• An honest SWOT (strengths, weaknesses, opportunities and threats) analysis before you apply the questions to your business.

Planning and decision-making are always imperfect. There is never enough time, the information available to you may be incomplete and resources — including people and money — can be inadequate. If you wait for all these factors to align just right, the opportunity is often lost, with the future already riding in the rearview mirror.

The U.S. military frequently states that “the plan never survives first contact intact.” Planning and decision-making require flexibility to adapt to a changing situation or environment.

Your plan is only the cost of admission to the future, but the planning — driven by changes and updates — is the future. Using Roosevelt’s idea, we act and adjust as time, information and resources become available.

The answer is within you simply means that a solution is either in your team’s collective mind already and just needs brought out, or the solution is discoverable with soul-searching, collaboration and information. Hiring some outside organization isn’t necessarily required for planning and decision-making solutions. Who knows the organization better than the people invested in it?

The SWOT analysis is critical because it forms the foundation upon which the seven questions begin. Strengths and weaknesses are inward-looking — who we are. Opportunities and threats are outward-looking — what the world/market looks like.

The SWOT must be brutally honest because it provides much of the information that will fuel the answers to the seven questions. The choice is “garbage in, garbage out” or “gold in, gold out.” Where reality meets the future, confidence is key.

Planning is not the exclusive domain of consulting groups. The answers to the seven questions likely reside within the leaders of your business or its stakeholders. I won’t pretend that planning and decision-making are not complex topics. I am, however, asking you to view the topics through a simplified lens as a jumping-off point.

You don’t always start with traditional goals, necessarily. You can groom the background, the playing field and what must be true for the future. Then the seven questions walk you to your goals. In this, the seven questions are unique in planning and decision-making. They allow you to establish plans that fit the situation and not a situation shoe-horned to fit a plan.

Applying the seven questions should be a permanent part of your dealership’s culture and the results should be non-negotiable. Paint your plan on walls. Tattoo it on everyone’s arm. It isn’t going away and it can’t go away. The future of your dealership depends on it. Once your plan has been accomplished, celebrate, praise the players and reward a job well done. Then begin the entire process again.

The seven questions work in all decision-making situations, whether you’re the president of the United States or chairperson of the local county fair. The questions remain the same. Only the scope and detail vary. Planning can be laborious and potentially gut-wrenching. The seven questions make the process more natural and simpler.

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About the Author

J. Mark Jackson

J. Mark Jackson is a 30-year veteran of the tire industry and a founding partner of Guidon LLC, a leadership and resilience training/consulting organization. A former U.S. Army officer, he was awarded the Bronze Star for combat service in Afghanistan. He has mentored senior government executives and all levels of industry personnel in leadership, resilience, sales, marketing and business planning. He is a professor at Flagler College. Jackson can be reached at jmarkjackson238@gmail.com.

Article originally published on ModernTireDealer.com on November 3, 2024.

Ethical Leadership: Cultivating Integrity for Organizational Success

In the dynamic landscape of leadership, ethical conduct stands as the cornerstone upon which trust is built, and success is sustained.

As you navigate the intricate terrain of leading others, three principles emerge as guiding points: ethical decision-making, unwavering integrity, and their profound influence on organizational culture.

First and foremost, ethical leadership demands a steadfast commitment to ethical decision-making.

Imagine yourself at the crossroads of choice, where the path of expediency diverges from the route of righteousness. Here, your decisions echo beyond the confines of your boardroom, resonating throughout your organization.

Ethical decision-making transcends mere compliance with rules and regulations; it embodies a conscientious examination of the moral implications inherent in every choice. Each decision becomes a testament to your character, shaping the trajectory of your leadership legacy.

By embracing ethical decision-making, you pave the way for a culture of trust and accountability, where transparency reigns supreme and ethical lapses find no quarter.

Integrity stands as the bedrock of ethical leadership, anchoring your actions in a steadfast commitment to truth and honor.

Integrity compels you to align your words with your deeds, fostering an environment where honesty and authenticity flourish. It is the currency of trust, earned through consistency and unwavering adherence to ethical principles.

In the absence of integrity, even the loftiest of goals falter, as doubt erodes the very foundation upon which leadership is built. By embodying integrity in your actions, you inspire confidence and loyalty, cultivating a culture where ethical conduct is not a choice but a way of life.

The impact of ethical leadership reverberates throughout the tapestry of organizational culture, shaping norms and values that define the collective identity of your organization.

Envision your organization as a thriving ecosystem, where every member plays a vital role in the cultivation of a shared vision.

By championing ethical conduct, you foster an environment where diversity is celebrated, dissent is welcomed, and collaboration thrives. In this nurturing environment, employees feel empowered to voice their concerns, share their ideas, and contribute to the collective success of the organization.

In conclusion, ethical leadership is not merely a choice but a calling—a calling to uphold the highest standards of integrity and ethical conduct in every aspect of your leadership journey.

By embracing ethical decision-making, embodying unwavering integrity, and cultivating a culture of trust and accountability, you pave the way for organizational success and sustainable growth.

As you navigate the complexities of leadership, remember that the choices you make today shape the culture of tomorrow.

Choose wisely, for the legacy of ethical leadership is measured not in accolades or achievements, but in the lives touched and the values upheld.

Navigating Storms: Lessons & Strategies in Crisis Leadership

In the tumultuous landscape of today's world, crises and emergencies are not uncommon occurrences.

From natural disasters to global pandemics, leaders are often thrust into situations of uncertainty and adversity, where their ability to navigate crises effectively can make all the difference.

We have spoken on these lessons individually, but now it is time to put them together.

1. Embrace Agility and Adaptability

One of the fundamental lessons of crisis leadership is the importance of agility and adaptability. Crises are by nature unpredictable, requiring leaders to respond swiftly and flexibly to evolving circumstances. Leaders must be willing to abandon rigid plans and embrace creative solutions in the face of uncertainty.

Crisis leadership demands a willingness to learn and adapt in real-time. Leaders must be open to feedback, willing to course-correct as needed, and unafraid to experiment with new approaches. By fostering a culture of agility and adaptability, leaders can empower their teams to navigate crises with resilience and resourcefulness.

2. Prioritize Communication and Transparency

Effective communication is paramount in times of crisis. Leaders must keep stakeholders informed, providing regular updates on the situation, the steps being taken, and the expected outcomes. Transparency breeds trust and confidence, reassuring individuals that their concerns are being heard and addressed.

To be effective in times of stress, communication requires empathy and compassion. Leaders must acknowledge the impact of the crisis on individuals and communities, demonstrating genuine concern for their well-being. By communicating with empathy and authenticity, leaders can foster a sense of unity and solidarity, rallying their teams around a shared purpose.

3. Lead with Purpose and Resilience

In times of crisis, leadership is tested like never before. Leaders must remain steadfast in their commitment to their organization's mission and values, providing a sense of stability and direction amidst chaos. They must inspire hope and resilience, reminding their teams that adversity can be overcome with perseverance and determination.

Leading through crisis also requires a focus on self-care and well-being. Leaders must prioritize their own physical and mental health, recognizing that they cannot effectively lead others if they are not taking care of themselves. By modeling resilience and self-care, leaders set a positive example for their teams, encouraging them to prioritize their own well-being as well.

Crisis leadership is both an art and a science, requiring a combination of agility, communication, and resilience.

By embracing agility and adaptability, prioritizing communication and transparency, and leading with purpose and resilience, leaders can navigate crises effectively and emerge stronger on the other side.

All of these strategies are important whether you are leading in a crisis or not, but placing an emphasis on them when times get hard will help you persevere. As the world continues to face unprecedented challenges, the lessons and strategies of crisis leadership will remain invaluable tools for leaders across all sectors and industries.

Midway Speech

For 47 years, the USS Midway and its crews served our nation during the Korean War, Vietnam War, Gulf War, and countless other operations. Imagine how many sailors and Marines traversed those decks from the time it was commissioned as the first Midway-class aircraft carrier on 10 September 1945, until it was decommissioned on 11 April 1992.

But why was the ship named the “Midway”? The answer to that, I believe, is a story that everyone here can benefit from.

All of you want to be part of “learning organizations” that can quickly adapt to a changing environment.

That was also true for the American military prior to World War II. Imagine you were a Navy Admiral in 1941. You have been invited, along with all the senior naval officers serving in Washington, to attend a breakfast at the Army-Navy Club in downtown D.C. The host is Admiral Harold Stark, Chief of Naval Operations, and the breakfast is scheduled for 0800 on Sunday, 7 December 1941. As you settle into your seat, it is 0200 in Honolulu, and the nation is at peace, but events are moving rapidly toward a conflict with Imperial Japan.

At the conclusion of the meal, Admiral Stark rose and said the following: “Gentlemen, I have been thinking a lot about the future of our Navy as danger looms globally, and I need your help. What is truly our brand? When I say United States Navy, what word or words come to your mind? What picture immediately flashes in your brain?” I have asked countless modern naval officers for their answer—everyone has said “the battleship.” To reinforce this, a few weeks before, on 29 November 1941, Navy defeated Army 14-6 in football before 100,000 people in Philadelphia Municipal Stadium. In fact, the Navy football team finished the season ranked 10th in the nation. In the program that day was a picture of a battleship. The caption read, “A bow-on view of the USS Arizona as she plows into a huge swell. It is significant that despite the claims of air enthusiasts, no battleship has yet been sunk by bombs.” The battleship was the center of Navy culture at 0800 that morning. Ten hours later, that was no longer true. The aircraft carrier was now predominant in naval warfare. The world had changed.

A little over four months later, on 18 April 1942, 16 medium-range Army Air Corps bombers were launched from the USS Hornet and bombed Tokyo, the capital of Imperial Japan. The 80 aviators involved in this mission were led by Army Lt. Col. Jimmy Doolittle.

Prior to Pearl Harbor, no one had ever considered launching bombers from an aircraft carrier or done any planning to make that happen. They figured it all out in a few months...

Two months later, on 4 June 1942, was the Battle of Midway. The Japanese were convinced that it was impossible for the U.S. to have launched a bombing raid against their capital from aircraft carriers, so they firmly believed the attack had come from Midway Island. Admiral Yamamoto, commander of the Imperial Japanese Navy, dispatched four carriers in a task force to capture Midway. He thought this might ensure victory for Japan. Admiral Nimitz took enormous risks and sent the remaining American carriers and a task force to intercept the Japanese.

Japan lost all four carriers during the battle that ensued. The U.S. lost one. But during the Battle of Midway, the two fleets never came within gunfire range of each other. It was aircraft carrier against aircraft carrier. Midway, ladies and gentlemen, was the turning point for the war in the Pacific.

The Japanese never recovered, and that is why this ship was named Midway.

Throughout history, the military is criticized (and rightfully so, quite frankly) for preparing for the last war or, as I like to say, the “last war that it liked.”

But the Battle of Midway is a classic example of being a learning organization at a moment of dramatic change.

Sir Michael Howard, a famous British strategic thinker, once said that success is often “the capacity to adapt oneself to the utterly unpredictable, the entirely unknown.”

Victory in war often goes to the side that can adapt the most quickly to changing conditions.

And that is what you are trying to do as well, as you adapt to the ongoing dramatic changes we are experiencing economically, socially, politically, and geopolitically to best serve your clients.

In that regard, Peter Drucker, the famous organizational theorist, once said that innovation is “change that brings on a new level of performance.” The Wright brothers invented the airplane, but the innovation was using it to deliver the mail, passengers, cargo, or for the military. The American military was innovative in the development not only of the aircraft carrier but the associated aircraft, systems to support it, and tactics to employ the carrier in battle.

Today, the United States has eleven aircraft carriers, and consequently, we are the only nation that can project and sustain large-scale military operations at great distances from our shores. In a similar fashion, you and your organizations must also be innovative in dealing with the ongoing dramatic changes of today.

I firmly believe we, as a nation, are at a major inflection point in our history, and, if you reflect on it, I also believe that such inflection points have occurred about every 75 years in our history. Furthermore, we have normally taken at least five to ten years to adjust to a new reality.

Consider the following: In 1783, American representatives signed the Treaty of Paris with the British, which ended the American Revolution and established our country as a free and independent nation—clearly an inflection point. But we did not sign our Constitution until September 1787, nearly five years later.

If you add 75 to 1783, you get 1858! Another major inflection point in our history as we moved rapidly toward the American Civil War. It began in 1860 with the secession of South Carolina and lasted nearly five years. Many might argue that the effects of this conflict are still being felt to this very day.

If you add 75 to 1865, you get 1940! Again, a major inflection point, as World War II had, in many ways, begun in Europe and Asia, though we would not formally enter the conflict until Pearl Harbor. It lasted until Japan surrendered in September 1945.

If you add 75 to 1945, what do you get? 2020, and the onset of a major global pandemic that has killed 3 million people around the world. There is little question that we are still dealing with its effects at home and around the world.

As we meet tonight, there are ongoing wars in the Middle East that many fear might escalate at any moment into a regional conflict stretching from the Mediterranean to Afghanistan. The war in Ukraine—the largest war in Europe since WWII—continues into its third year with little prospects for a return to peace. Tensions are rising in Asia due to the aggressive policies of the People’s Republic of China, and many fear a war could break out over the continued independence of Taiwan. Here at home, we are in the midst of what will clearly be one of the most contentious elections in modern history, likely to be one of the closest.

But in every crisis, there is opportunity. There are many reasons to worry or even be afraid. But there are also reasons to be optimistic.

I teach at a small college, Dickinson College, and still believe the vast majority of young people I encounter on campus are truly remarkable. They are far smarter and more talented than I was at their age. We are also witnessing remarkable changes almost daily in technology, health care, and other fields. I recently spoke with an expert on artificial intelligence who told me AI would have a greater impact on education than anything that has occurred since the invention of the book.

Let me conclude by using a quote from an old book about another time when global challenges loomed large. In 1859, Charles Dickens wrote his famous book, A Tale of Two Cities. His novel takes place from 1775 to 1792, as Europe is dealing with not only the American Revolution but also the French Revolution and the Napoleonic Wars that followed.

Dickens begins his novel as follows:

"It was the best of times, it was the worst of times,
It was the age of wisdom, it was the age of foolishness,
It was the epoch of belief, it was the epoch of incredulity,
It was the season of light, it was the season of darkness,
It was the spring of hope, it was the winter of despair,
We had everything before us, we had nothing before us,
We were all going direct to Heaven, we were all going direct the other way...."

3 Key Strategies to Master Communication

Effective communication is the cornerstone of building trust, inspiring action, and fostering collaboration within teams.

In today's fast-paced and interconnected world, leaders must effectively communicate their vision, values, and goals with clarity and impact.

In this article, we want to share three essential communication strategies: 

1. The Power of Storytelling

Storytelling is a timeless and powerful communication tool that transcends cultural and linguistic boundaries.

Leaders who master the art of storytelling can captivate audiences, inspire action, and convey complex ideas in a compelling and memorable way. Stories have the unique ability to engage both the intellect and the emotions, making them an effective vehicle for conveying values, illustrating challenges, and celebrating successes.

Effective storytelling begins with authenticity and vulnerability.

Leaders who share personal anecdotes and experiences create a deeper connection with their teams, fostering trust and rapport. Moreover, stories should be crafted with purpose and intention, aligning with the organization's mission and values. Whether it's communicating a new strategy, rallying support for a change initiative, or celebrating a milestone, leaders can leverage storytelling to create a shared sense of purpose and meaning within their teams.

2. The Art of Active Listening

While leaders often focus on honing their speaking skills, the ability to listen actively is equally essential for effective communication. Active listening involves fully engaging with the speaker, empathizing with their perspective, and seeking to understand their underlying thoughts and emotions.

By listening attentively, leaders demonstrate respect, empathy, and openness, laying the foundation for meaningful dialogue and collaboration.

Active listening also involves asking probing questions, seeking clarification, and paraphrasing to ensure mutual understanding.

Leaders who practice active listening create a safe and supportive environment where team members feel valued and heard.

This fosters trust and encourages open communication, leading to more innovative ideas, creative solutions, and effective decision-making.

3. Fostering Open Dialogue Within Teams

Effective leadership communication is not just about conveying messages from the top down; it's also about fostering open dialogue and collaboration within teams.

Leaders play a critical role in creating an environment where diverse perspectives are welcomed, dissent is encouraged, and constructive feedback is valued. By fostering open dialogue, leaders tap into the collective intelligence of their teams, unlocking new insights and driving innovation.

One way leaders can foster open dialogue is by creating regular opportunities for team members to share their thoughts, ideas, and concerns.

This could involve team meetings, brainstorming sessions, or informal gatherings where everyone has a chance to contribute. Leaders should also lead by example, actively soliciting feedback, and demonstrating a willingness to listen and learn from others.

Moreover, leaders can create channels for anonymous feedback, ensuring that team members feel comfortable expressing their opinions without fear of reprisal. By fostering a culture of openness and transparency, leaders empower their teams to speak up, challenge the status quo, and drive positive change.

In conclusion, effective leadership communication is essential for building trust, inspiring action, and fostering collaboration within teams.

By mastering the art of storytelling, practicing active listening, and fostering open dialogue, leaders can create a culture of communication excellence where ideas flow freely, and innovation thrives.

As the pace of change accelerates, effective communication will continue to be a hallmark of successful leadership.

The Triad of Resilient Leadership: Strategies for Thriving Amidst Challenges

In the ever-evolving landscape of leadership, resilience stands out as a defining characteristic of success.

Resilient leaders possess the ability to navigate adversity, manage stress, and bounce back from setbacks with unwavering determination.

Here are three key strategies for building resilience as a leader, managing stress effectively, and mastering the art of bouncing back from setbacks.

1. Mindful Self-Care

Resilient leadership begins with self-care. In the relentless pursuit of goals and objectives, it is easy to neglect your own well-being, leading to burnout and diminished effectiveness. However, prioritizing self-care is not a luxury but a necessity for sustainable leadership.

This entails cultivating mindfulness practices that promote self-awareness and emotional regulation.

Mindfulness techniques to try include meditation, deep breathing exercises, and journaling.

Maintaining a healthy work-life balance is paramount for resilience. You must carve out time for rest, relaxation, and activities that nourish their mind, body, and soul.

Whether it's spending quality time with loved ones, pursuing hobbies, or engaging in physical exercise, investing in self-care rejuvenates you and equips you to face challenges with renewed vigor.

By modeling healthy behaviors, you as a leader inspire your teams to prioritize their own well-being and foster a culture of resilience within the organization.

2. Adaptive Leadership

Resilient leaders embrace adaptability as a core principle of their leadership approach. In today's volatile and uncertain world, change is inevitable, and you must be prepared to pivot swiftly in response to evolving circumstances. This entails cultivating a growth mindset that views setbacks as opportunities for learning and innovation. Rather than dwelling on past failures, you must step back and analyze the root causes of setbacks, extract valuable lessons, and apply them to future endeavors.

Fostering a culture of experimentation and creativity encourages adaptability at all levels of the organization. By empowering team members to take calculated risks and explore new ideas, leaders foster a sense of ownership and resilience within the workforce.

Effective communication plays a pivotal role in adaptive leadership, as transparent and open dialogue facilitates collaboration, aligns goals, and builds trust amidst uncertainty.

3. Resilient Mindset

At the heart of resilient leadership lies a resilient mindset.

Resilient leaders possess unwavering optimism, perseverance, and resilience in the face of adversity.

They view challenges as opportunities for growth and innovation, rather than insurmountable obstacles. Cultivating a resilient mindset requires cultivating self-belief and a sense of purpose.

As a resilient leader, you actively seek out support networks that provide encouragement, guidance, and perspective during challenging times. Whether it's mentorship, peer support groups, or professional networks, surrounding oneself with trusted allies fosters resilience and strengthens leadership capabilities.

By nurturing a resilient mindset within yourself and your teams, you inspire resilience, innovation, and sustained success in the face of adversity.

In conclusion, resilient leadership is essential for navigating the complexities of today's world.

By prioritizing mindful self-care, embracing adaptive leadership principles, and cultivating a resilient mindset, leaders can effectively manage stress, bounce back from setbacks, and thrive amidst challenges.

You as leaders have the power to inspire and empower your team to overcome obstacles with grace, determination, and unwavering resilience.

Adaptive Leadership: Thriving Amidst Uncertainty

In the whirlwind of today's dynamic and unpredictable world, traditional leadership approaches often prove insufficient in navigating the complexities of change.

Enter adaptive leadership – a framework tailored to empower leaders to flourish amidst uncertainty.

In this article, we delve into three key points illuminating how leaders are adapting their strategies and behaviors to navigate uncertain and rapidly changing environments. 

1. Embracing Agility and Flexibility: Adaptive leaders recognize that rigid, one-size-fits-all strategies are ill-suited to thrive in turbulent times.

Instead, they embrace agility and flexibility as guiding principles. These leaders understand that what works today may not work tomorrow, necessitating a continuous process of adaptation and evolution. They foster a culture where innovation and experimentation are celebrated, encouraging their teams to explore new ideas and approaches without fear of failure. 

In practice, this may entail implementing agile methodologies, to enable rapid iteration and responsiveness to changing circumstances. It could also involve decentralizing decision-making processes, empowering frontline employees to make real-time adjustments based on emerging challenges and opportunities. By prioritizing agility and flexibility, adaptive leaders equip their organizations with the resilience needed to thrive amidst uncertainty. 

2. Cultivating a Learning Mindset: In times of change, the ability to learn and unlearn becomes paramount.

Adaptive leaders cultivate a learning mindset within their organizations, encouraging continuous growth and development at all levels. They recognize that navigating uncertainty requires a willingness to challenge assumptions, embrace new perspectives, and adapt to evolving realities. 

To foster a learning culture, adaptive leaders invest in employee development initiatives, such as training programs, workshops, and coaching sessions. They create opportunities for cross-functional collaboration and knowledge sharing, enabling individuals to leverage their collective expertise to tackle complex problems. Moreover, they lead by example, demonstrating a commitment to lifelong learning and personal growth. 

By prioritizing learning and development, adaptive leaders ensure that their organizations remain agile and resilient in the face of change. They empower their teams to embrace challenges as opportunities for growth, rather than obstacles to be feared. 

3. Building Trust and Resilience: In uncertain times, trust serves as the bedrock of effective leadership.

Adaptive leaders understand the importance of building and maintaining trust within their teams and across their organizations. They prioritize open and transparent communication, keeping their employees informed and engaged throughout periods of change. They demonstrate empathy and compassion, acknowledging the challenges faced by their teams and offering support and encouragement when needed. 

Moreover, adaptive leaders foster resilience within their organizations, equipping their teams with the tools and resources needed to navigate adversity. They instill a sense of purpose and direction, rallying their employees around a shared vision and values. They create a supportive environment where individuals feel empowered to take risks and overcome obstacles, knowing that they have the backing of their leaders and colleagues. 

By prioritizing trust and resilience, adaptive leaders lay the foundation for long-term success in uncertain times. They cultivate a culture where individuals feel valued, supported, and inspired to achieve their full potential. 

In conclusion, adaptive leadership offers a powerful framework for navigating uncertain and rapidly changing environments. By embracing agility, cultivating a learning mindset, and building trust and resilience, leaders can position their organizations for success in an ever-evolving world.

As the pace of change accelerates, the need for adaptive leadership has never been greater.

Those who heed its principles will not only survive but thrive amidst uncertainty.

Building Bridges: Strategies for Fostering Diversity and Inclusion in the Workplace

Diversity, equity, and inclusion are highly discussed, but how do we see to implement supportive practices every day?

A diverse and inclusive workplace isn’t just good for morale; it’s also good for business. It drives innovation, fosters creativity, and attracts top talent.

Let’s explore some key strategies to ensure you’re creating an environment where everyone feels valued, respected, and empowered to bring their authentic selves to work…

1. Cultivate a Culture of Belonging

People want to feel like they’re part of something bigger than themselves - like they belong to a community where their contributions are valued.

As leaders, it’s our job to create that sense of belonging. Encourage open dialogue, create opportunities for collaboration, and celebrate the unique contributions of each team member. When people feel like they belong, they’re more likely to bring their best selves to work every day.

2. Lead by Example

As the saying goes, actions speak louder than words. If you want to foster diversity and inclusion in the workplace, you need to lead by example. That means walking the walk, not just talking the talk.

Show your team that you value diversity by actively seeking out diverse perspectives, championing inclusive policies, and holding yourself and others accountable for creating an inclusive environment.

Be an ally for underrepresented groups and use your privilege to amplify their voices.

Remember, leadership isn’t just about what you say - it’s about what you do.

3. Invest in Education and Training

Building a truly inclusive workplace requires ongoing education and training. Invest in programs that raise awareness of unconscious bias, promote cultural competence, and teach inclusive leadership skills. Provide resources and support for employees from underrepresented groups and create opportunities for mentorship and career development.

 The more you educate yourself and your team, the better equipped you’ll be to navigate the complexities of diversity and inclusion.

Your employees are your greatest asset, and their experiences and perspectives can provide invaluable insights into how to make your workplace more inclusive. Listening and creating channels for feedback help encourage open communication and make sure that your team feels heard.

Most importantly, you must act on what you hear. Show your team that their voices matter by taking concrete steps to address their concerns and create positive change.

Fostering diversity and inclusion in the workplace isn’t just the right thing to do - it’s the smart thing to do. By cultivating a culture of belonging, leading by example, investing in education and training, implementing inclusive policies and practices, and listening and learning from your team, you can create a workplace where everyone feels valued, respected, and empowered to succeed.

And that’s a recipe for success that benefits EVERYONE.

Leading With Purpose: Cultivating Authentic Leadership

In today's fast-paced business world, leadership isn't just about steering the ship; it's about igniting a sense of purpose that drives teams to excel.

Purpose-driven leadership is all about aligning leadership practices with the core values and mission of the organization.

At its heart, purpose-driven leadership recognizes that businesses have a deeper reason for being beyond making money. Whether it's improving lives, sparking innovation, or making a positive impact on society, leaders who embrace this philosophy understand that success is about more than just the bottom line.

Central to purpose-driven leadership is the alignment of leadership practices with organizational values. When leaders embody and champion these values, they create a culture where every decision and action is guided by shared principles. This alignment fosters trust and cohesion among team members, inspiring all to work together towards common goals.

Purpose-driven leaders are skilled at articulating the organization's purpose in a way that resonates with their teams. By connecting individual tasks to the larger mission, leaders infuse work with meaning and significance, fueling intrinsic motivation and passion. But purpose-driven leadership isn't just about talking the talk; it's about walking the walk.

It's about embodying those core values in everything you do, from the way you communicate with your team to the decisions you make as a leader.

When you lead by example, you create a culture where everyone feels empowered to live out those values in their own work.

And speaking of communication, that's another key ingredient in purpose-driven leadership. It's not enough to just have a mission statement buried somewhere on your website. You've got to bring that mission to life, to make it real and tangible for your team. That means talking about it, celebrating it, and showing your team how their work directly contributes to that bigger picture.

Moreover, purpose-driven leaders prioritize empathy and inclusivity. By understanding the needs and challenges of team members, you create an environment where everyone feels valued and empowered. This sense of belonging drives loyalty and commitment among employees.

Continuous learning and growth are also central to purpose-driven leadership. (We always say, a good leader never stops learning!) Investing in the development of your team fosters a culture of innovation and demonstrate their commitment to their employees' success.

The impact of purpose-driven leadership extends beyond the organization itself. Companies led by purpose-driven leaders attract top talent, retain employees, and enjoy stronger customer loyalty. They also contribute positively to society and the environment, making a meaningful difference in the world.

In conclusion, purpose-driven leadership is a powerful force for organizational success and societal change.

By aligning leadership practices with organizational purpose and values, leaders inspire and motivate teams to achieve greatness. As you navigate the complexities of the modern world, purpose-driven leadership lights the way forward, guiding us towards a brighter, more sustainable future.

Congratulations are in order!

When we hear about folks we've worked with over the years be recognized for their outstanding leadership we can't help but do a little happy dance for them. 

And tell you about it in our newsletter!

Because when great leaders are doing great things, it can be incredibly inspiring for the rest of us. 

Dr. Sam Buenrostro and Melissa Doberstein have been part of the "Diamond6 Family" for many years now and we are proud of their recent achievements!
 

Dr. Sam Buenrostro named Superintendent of the Year by the California Association of Latino Superintendents and Administrators

Sam is the superintendent at Corona-Norco Unified School District in California, where he has resided for 32 years. He has served in numerous roles over the past 23 years in CNUSD, including Deputy Superintendent in Human Resources and Instructional Support. Sam has been attending the Gettysburg Workshop with his team every summer for nearly 10 years now! We have watched Sam take on various leadership roles over the years with incredible skill and keen awareness. He and the entire team at CNUSD have been by our side since the beginning! READ MORE HERE.

Melissa Doberstein named a Penn State University Administrative Fellow for the 2023/2024 Academic Year

Melissa is the program director at the Presidential Leadership Academy (PLA) in the Schreyer Honors College at Penn State University. In this program, select students develop leadership fundamentals to thrive in an environment in which multiple dimensions of an issue are explored, and diverse viewpoints are welcomed and heard. Melissa and her students have participated in the Pearl Harbor Leadership Workshop in Hawaii for several years now. Quite an undertaking that she sees through with ease, grace, and fine-tuned leadership. Working with these students has been a highlight for us! READ MORE HERE.

Sam and Melissa show that leaders must be life long learners and that growth is not only possible, but essential. 

We look forward to seeing the positive impact these incredible leaders have on their organizations and students in the coming years!

"I thought I was just a lunch lady."

6 days in Gettysburg.
3 school district.
100 participants.
1 rain day.

Welcome to the Diamond6 summer workshops!

We're only halfway through June and we have already hosted 100 participants from three different school districts for our Gettysburg Leadership Workshops. 

This is truly our favorite time of year. 

Working with educators and school district staff is incredibly rewarding. 

Their energy, commitment, and desire to do right by their students and communities is inspiring, to say the least. 

In every group we hear lightbulb moments and insights that remind us why we do what we do. 

Here is one example....

One of the big messages we try to convey is that EVERYONE is a leader, no matter their title. 

At the end of the first day at Gettysburg last week a participant approached Jeff and said, 

"Until now I always thought of myself as just the lunch lady.....

....but now I realize that I'm a leader, and an important part of this team."

Yes, yes, YES!

If she doesn't lead her team to successfully get lunch prepared and served, thousands of students and staff won't eat lunch. 

For some kids this is their best meal of the day. 

Without a midday meal teachers can't teach, and students can't learn. 

The lunch lady is a leader and absolutely ESSENTIAL!

We have heard many different versions of the "I'm just a lunch lady" statement over the years. 

"I'm just a second grade teacher."
"I'm just a secretary."
"I'm just a new employee."

It's time to nix "just" from our vocabulary - for ourselves and for those we lead. 

The second grade teacher is a leader and role model to their students and fellow teachers. 

The secretary is leading their boss and the face of the office who often carries critical historical knowledge about the organization. 

The new employee leads their peers and brings a fresh perspective into the organization that can inspired important change. 

Do you use JUST to describe yourself sometimes?

I challenge you to drop that word and reframe your description. 

And when someone around you says, "I'm just a ......" stop them right away and tell them they are a leader and they are essential to the team!

By dropping this one little word we are reminded of our intrinsic value and the important role we play in accomplishing our organizations mission. 

Let us know your "just" description and how you're going to reframe it!

Building Trust Within Your Team

We've heard it again and again from our workshop participants.

And, the research supports it. 

Money is not enough to keep good employees working for you AND engaged in their work. 

Leaders are being challenged to get to know their employees needs, and meet them with creative solutions. 

The people who work for you want to be treated like humans, not like robots.

Life and work are now becoming closely intertwined, for better or worse.

This evolution is bringing even more needed attention to what employees really want, and need, to be successful at work. 

In the last few years flexible work hours and mix of in-person and work from home have become standard questions potential employees ask about. 

Social events are also increasingly important. Employees want to get to know each other and connect on a more personal level. Creating non-work related social events builds camaraderie and is supports team building. 

Creating a challenging work environment and helping employees find meaning and purpose in their work is also key to retention and engagement. 

But, if you don't do this ONE thing, you could lose it all. 

Building trust is a non-negotiable with your team. 

You must ACTIVELY work to earn their trust.

Lost their trust, and it's over. 

Several years ago Jeff referenced writer and theoretician on leadership, Bruce Avolio on this topic to address the question....

"How do I build trust within my team to accomplish our goals?"

In this blog post, outlined these five things that Avolio suggests:

- Deliver on all agreements
- Be clear and explicit about your expectations
- Take responsibility for your mistakes
- Whatever you say to inner circle will reach the outer circle
- Deal with the source of the problem, not the symptom

You can read Jeff's full explanation of these five tenets here. 

A gift from Jeff!

Jeff returned to his old stomping grounds recently. 

Well, almost. 

He presented a keynote address and breakout presentation to the Illinois Agriculture Association in North Utica, Illinois for their 2023 Managers Conference. 

Jeff's hometown of Beardstown is about 2 hours directly north.  

During a break Jeff sat down and signed several copies of his book, Battle Tested for attendees.

Do you want Jeff’s signature?

We've got you covered!

If you can't attend a live event with Jeff you can still get his signature in your copy of Battle Tested.

Our custom bookplate stickers are great way to do this!

Simply send us an email to bookplate@diamondsixleadership.com with the following info:

• Your name (if you're giving the book as a gift, give us that person's name).

• The address the bookplate should be sent to. 

We'll get your bookplate in the mail within 7 business days. 

Where should you get your copy of Battle Tested?

We recommend checking our your local bookseller. If they don't have it in stock, they can mostly likely order it for you. 

Otherwise, large booksellers and of course online, are also options. 

Happy reading!

Jeff, on the road again!

On the road again!

Jeff just returned from a whirlwind trip that took him to Europe and to the midwest, before returning home to Pennsylvania. 

He definitely knows a lot about leadership. But, he's not leading the way in taking selfies. 

So, we took some liberty and added him into a few of the pictures he sent us. 

Here is our version of "Where's Jeff?" 

How did he get on that building in Trafalger Square?

Can you find him leaning on a trashcan or coming out of the water in Lisbon? 

And then, he flew back stateside to Indiana....

Jeff's trip to Indiana was the end of an era!

Our dear friend and incredible client, Dennis Costerison is retiring from his role as Executive Director of the Indiana Association of School Business Officials. 

We have worked with Dennis and his Principals Academy for over 10 years.

He has brought in several of our faculty members to present on leadership topics such as strategic planning, team building, and executive wellness.

Plus, we've brought Gettysburg and Pearl Harbor to Indianapolis through our "on the road" workshops. 

Last week Jeff was the final speaker of Denny's tenure with ASBO. We will be forever grateful to Denny, Indiana ASBO, and all the participants we have worked with over the last decade. 

To celebrate Denny, the current Principals Academy, participants wore t-shirts with Denny's face on them. We can't think of a better way to tell someone how much they are appreciated!

Congrats Denny on your upcoming retirement!

---

What are you doing in 2024?

Do you need a presenter for an upcoming conference?

We have over 30 faculty members located across the country who can speak on a variety of leadership topics.

If you have a topic that needs addressed, we have someone who can speak on it!

Are you looking for a professional development workshop in 2023 or 2024?

In-person, virtual, 1-day, multi-day, at your location, or a retreat somewhere else. We've got you covered with customized content and logistics!

We still have a few dates available for 2023 and are quickly starting to book 2024.

Want to create the most impactful and memorable experience for your team?

You're in the right place!

Our workshops have been described as "the best leadership development experience of my career" by participants. 

Simply send an email to info@diamondsixleadership.com to set up a call, and learn how we can help!

Is change always about DOING something?

Some content in today's newsletter was published April, 2019.

Want to rent a movie tonight?

If you happen to live in Bend, Oregon put down that remote and head to your local Blockbuster. 

That's right! The Last Blockbuster is still open for business and it is, in fact, the very last one of its kind in the world. 

Jeff wrote an article about the demise of Blockbuster and visited the store in Oregon back in 2019. 

We decided to go back (virtually) to see if the store is still there. And, it is!

The Last Blockbuster (as it has been coined) survived the COVID pandemic without laying off any of its employees. 

This store’s epic survival was depicted by a cockroach in a Super Bowl ad earlier this year. We can't think of a better compliment!

At this point you might be wondering, "what's the point?"

Change.

And how, in a world of constant change, our businesses and organizations can survive and thrive. 

Consider the fact that in 2004 there were 9,000 Blockbuster stores worldwide, and in 2011 Dish Network bought Blockbuster for a “bargain price” of $320 million.

By then Blockbuster had shrunk to 300 stores and filed for bankruptcy in 2010.

But beyond being an iconic pop culture curiosity, what does this mean for contemporary leaders?

All organizations whether corporate, non-profit, public service, governmental, etc. want to be “innovative”, and their leadership seek to create a climate that encourages this.

Peter Drucker, a renowned leadership consultant, educator, and author, observed that innovation is “change that brings on a new level of performance”.

How do you bring on a new level of performance in your organizations?

Check out Jeff's article AND video about fixed vs. free energy to learn more!

He breaks down how change can ruin an organization and how understanding fixed vs. free energy can help you keep up with inevitable change. 

Dealing with a "bad boss?"

In October 2022, about 4 millions Americans, left their jobs. A trend that started back in 2021. 

Workers have cited low pay, no advancement opportunities or feeling disrespected as the reasons for quitting. 

So you don’t like your boss, or maybe your boss doesn’t like you.

Either way, you two aren’t getting along and communication is breaking down. You’re starting to feel like the odd man or woman out on all the work that you once found fulfilling.

Before you start heading toward the exit, perhaps you ought to reconsider.

Having a bad boss can be an excellent opportunity to sharpen your leadership skills, so that you can lead everyone — even your boss — in the workplace.

All that this requires from you is a proactive spirit and a desire to make the best office space possible.

One of the most common reasons for leaving a job is an incompetent or haughty supervisor, so let's flip that proposition on it's head and refuse the easy surrender. 

The most gratifying jobs can sometimes force us to interact with difficult people, so consider this an opportunity to get some practice in. 

This article addresses four things to consider before leaving that bad boss behind. 

1. Figure out if they're really a bad boss. 
2. Identify their motivations. 
3. Don't back down from your ideals. 
4. Take the high road. 
5. Avoid future bad bosses.

CLICK HERE to read more!

This is the biggest call for help we could make.

Jeff recently helped us make the biggest call for help we could have hoped for. 

If you have participated in any of our workshops in the last 10+ years, read our newsletter, or follow us on Facebook you know the news. 

Our dear friend and colleague, Lily Woo, is still in search of a living kidney donor. 

She is currently on dialysis for 10 hours every single day. 

The average lifespan of someone on dialysis is five to ten years. Lily has been on dialysis for nearly 5 years. 

We have been at a loss of what else we could do to spread the word about Lily. 

And then Jeff had an idea! 

Jeff reached out to his contacts at WCBS in NYC and they recently did an interview with Lily. 

This is where having media connections is invaluable!

We hope and pray that many people were inspired by Lily's story and have decided to start the donor screening process. 

This first step can help Lily or one of thousands of others in need of a kidney find a life-saving match. 

Lily has shared her 9/11 story of protecting the children of her school with hundreds of our workshop participants. Her story of love, leadership, professional challenges and successes have inspired so many of us. 

You can learn more about Lily, her story, and how to start the donor screening process here. 

Thank you for all the love and support you've shown Lily thus far. Let's keep it up!

A journey to the edge of war and peace

We recently learned about an article and story directly from Ukraine. We knew immediately that we must share it with you. 

The article is by a daughter. The story comes from her mother. 

Mariana Budjeryn a senior research associate at Harvard Kennedy School’s Belfer Center, Project on Managing the Atom, and the author of “Inheriting the Bomb: The Collapse of the USSR and the Nuclear Disarmament of Ukraine.”

At the end of 2022 Mariana traveled to Ukraine to visit her mother and friends. Her article details her travel from the U.S. to her mother's kitchen via plane, car, and by foot. 

What caught our attention was the stark contrast Mariana describes between life in Lviv where residents are living relatively "normal" lives while in other parts of the country men are fighting for their lives. 

As Mariana puts it; 

"They promise not to let us down?! They, who are knee-deep in trench mud, a Russian bullet, mine, grenade, missile away from death, promise not to let us, who are sipping flat whites and getting shot by cameras, down?! How is this logical construction even possible, I wonder?"

We highly recommend you read Mariana's article, Bri. 

It provides a human insight and perspective into this war that no tv report or newspaper article can. 

And then there's boxer shorts....

At the beginning of the war Mariana's 76 year old mother was looking for a way to help. 

She started sewing underwear for soldiers at the front. It's what she could do, and her work has been received with such gratitude as we can see in the image above. 

Such an important reminder that when something feels insurmountable, doing just one small thing can make a big difference. 

Her mothers sewing can be seen as support for her country's soldiers and as resistance to the war. 

Mariana write; 
 

"....the whole Ukrainian society, its every member, regardless of age, region, and wealth, has been affected by the war and is engaged in the resistance of some kind, whether that will make the return of these soldiers home different. Whether the people who make varenyky by the hundreds, donate for long johns and generators, open doors to refugees, repair damaged electricity lines, or just work to keep the Ukrainian economy and culture alive despite missile strikes and power outages, and those mud- and blood-covered soldiers at Bakhmut, Soledar, and Kreminna, are connected by invisible bonds of solidarity and common purpose, the bonds that will persist long after the war is over."

CLICK HERE to read Mariana's full article.

About Inkstick

Mariana's article is published on Inkstick Media, a website with reporting, commentary, stories, and a podcast focused on foreign policy. As they put it, Inkstick "breaks down the news you want and need to know without droning on. When it matters, it also dives deeper to show you the people behind the policy and the stories they have to tell." Check them out!

What a mentor is, and is not.

(This article was originally published in 2015). 

I lost two people who were very, very important to me last fall. They had both been my mentors.

The first was my mom who has been my personal mentor throughout my life. She guided me from birth and sacrificed enormously on my behalf.

There is absolutely no doubt I would have never accomplished the things I have done without her wise counsel and assistance.

The second was a senior officer who took me “under his wing” when I was a young cadet at West Point.

Don was a professional mentor I could always turn to for guidance and counsel specifically about my military career. He also provided critical advice and analysis for many of the national security issues that I became involved in while working in the Pentagon, National Security Council Staff in the White House, and other efforts that I have been involved in since retiring from the military.

I always knew that he was only a phone call away despite the fact that we were not frequently assigned to the same location and might not see each other for several years.

I could always call him day-or-night to seek his advice and assistance.

But what exactly is “mentoring” and why is it important?

Mentoring has been described as a dynamic relationship in which a more experienced person (the mentor) acts as a guide, role model, teacher, and sponsor of a less experienced person (the mentee). It is based on several distinct elements including:

• Reciprocity, collegiality, authenticity, and mutuality.

• Intentional role modeling

• A “safe harbor” for self-exploration (disclosure)

• Transformation particularly of the mentee’s professional identity

• A connection that endures

CLICK HERE to read the full article!

In it Jeff share....

• What makes a mentor effective

• The transition from mentee to mentor

• Creating a mentoring culture