In his book How to Turn People into Gold, Kenneth M. Goode says, “Stop a minute to contrast your keen interest in your own affairs with your mild concern about anything else. Realize, then, that everybody else in the world feels exactly the same way! Then, along with Lincoln and Roosevelt, you will have grasped the only solid foundation for interpersonal relationships, namely, that success in dealing with people depends on a sympathetic grasp of the other person’s viewpoint.”
—Dale Carnegie
In today’s workplace, too many leaders fall back on money as their primary expression of appreciation. Salary, bonuses, benefits, and perks are the kinds of rewards most people in authority think about. There is no denying that money is important. In truth, though, money is only one of the things people look for when they go to work every morning. Whether they realize it or not, self-respect and the respect of others are every bit as important.
The CEO of a large glassware manufacturer has found a way to serve this need for recognition and appreciation, and it doesn’t involve any financial payoffs. Instead, it’s simply a matter of taking employees’ suggestions seriously. At one time, this CEO recalls, he used to solicit employee feedback in a halfhearted way. A few suggestion boxes were installed in the corners of plants and offices, and that was about it. Mostly the boxes just gathered dust. Occasionally a small cash reward would be given to someone who came up with a good idea, but it might take six months before that actually happened. This created as much resentment as appreciation, because anyone who didn’t get the money would be angry at whoever did.
Today the suggestion boxes are gone, along with the whole approach they represented. There’s still an employee suggestion program, by all means, but there’s no money awarded. Instead, recognition comes in the form of an employee-of-the-week award with a picture-taking ceremony and a public expression of appreciation. That acknowledgment makes the program work. The new suggestion system is a huge success. If employees miss the money, the CEO reports no indication of it.
Team members participate for a variety of reasons. Clearly they want to improve the quality of their working lives, and their ideas are a step in that direction. Just as certainly, however, they take part because they want the self-respect and the public recognition that comes with submitting a good idea. The CEO himself was surprised by the strength of this motivation, but not anymore. “People care about making things better, and they want to know that I care about their efforts to achieve that. People may work in order to earn money, but they go the extra mile because of recognition, praise, and the intangibles. All you have to do is say thank you, and it’s amazing what happens.”
As a leader, how you show appreciation is much less important than doing it consistently, again and again and again. Always reward excellence, or even a sincere attempt at excellence. Encourage highly motivated participation wherever you find it, whether it’s in an employee’s presentation or your daughter’s play on the soccer field. Reward effort, not just results.
It is also all about harnessing the mighty power of enthusiasm, another element of leadership that Dale Carnegie was quick to identify. As a salesman himself, and later as a teacher of sales techniques, he swayed minds and hearts by the power of sheer enthusiasm. It is infectious, and it makes people respond. This is true in the classroom, in the corporate boardroom, and on the campaign trail. As a business leader, if you are not enthusiastic about the direction of a company, do not expect your colleagues to feel any differently. As a parent, if you do not show enthusiasm about your children’s progress in school, do not be surprised if progress grinds to a halt. As an individual, if you are not deeply enthusiastic about the direction your life has taken, you should certainly consider going in a new direction that will lead you to feel differently.
On the subject of enthusiasm, one thing must be perfectly clear: Loudness does not equal enthusiasm, nor does pounding on the table or jumping up and down and acting like a child. While that is acting enthusiastic, it is not being enthusiastic. People will very quickly see through the act because it is obvious. It is fake! It doesn’t fool anyone. In fact, it usually does more harm than good. Enthusiasm has to come from inside. No real leader should confuse authentic enthusiasm with mere hype.
When Neil Armstrong stepped out onto the surface of the moon in 1969, the whole world was waiting for what he would say. Speculation had been rampant for months about the words that would surely go down in history. As it turned out, his voice was quiet and composed, but his great enthusiasm still showed through. He did not need to yell and scream, or dance a little jig. “One small step for man, one giant leap for mankind” said it all. While the words were few, the enthusiasm was overwhelmingly present in Armstrong’s thoughtful words.
True enthusiasm is made up of two elements: eagerness and assurance. Neither of those elements has to be strident or overbearing. Leaders know how to convey both excitement and a sense of self-control. If you can bring both eagerness and assurance into your voice, your enthusiasm will come across. You will have it, and others will know you have it.
Dale Carnegie once asked the president of the New York Central Railroad how he chose his associates, the people on whose abilities the company would rise or fall. His response might surprise some. “The difference in actual ability between those who succeed and those who fail is neither wide nor striking,” he said. “But if two people are equally matched, the one who is enthusiastic will have the scales tipped in his favor. What’s more, an enthusiastic person with second-rate talent will often outstrip someone with greater gifts.”
In short, enthusiasm is as important as high ability and hard work. We all know brilliant people who accomplish nothing. We all know people who work hard but get nowhere. Those who work hard, love their work, and convey a positive attitude and enthusiasm, however, will go places.
As an aspiring leadership master, how can you bring this quality into your own life? Dale Carnegie explained it this way: “Acquiring enthusiasm is a matter of believing in yourself and in what you’re doing. Once you feel this way, tell someone about it. Let them know what interests you and what you’re so excited about.”
Keep in mind, also, that enthusiasm is easiest to attain when you can take real pleasure in your life. There should be things that you genuinely look forward to. When you wake up in the morning, you can always think about something good that will happen that day. It does not have to be anything earthshaking. Maybe it’s some part of your job you really enjoy. Perhaps you anticipate meeting a friend after work, an hour on the squash court, or an afternoon browse in a bookstore.
Whatever the pleasing event might be, what is really important is this: Life should be enjoyable and interesting. Build this conviction into everything you do. When you do, watch the impact it has on the people around you. They will grow more productive and eager to respond to your leadership. Passion is always more powerful than cold ideas, and real enthusiasm is irresistible and contagious.
We have spoken about the willingness to praise and the power of enthusiasm on the part of a leader. There is no denying, however, that a leader will sometimes encounter people who lack these qualities. As important as it is to be positive, we must also know how to deal with negative people. Sometimes their negativity may be justified. Leaders make mistakes. Leaders are subjected to criticism. Leaders, after all, are only human.
There are two fundamental facts about mistakes. First, everyone makes them. Second, no one likes to admit them. We all bristle when the accusing finger of responsibility is pointed our way. Nobody wants to be on the receiving end of a complaint, especially if it is justified. Leaders, however, balance the fact that nobody is perfect with the fact that no one likes criticism. It is not always easy to keep both those balls in the air, but it is not impossible, either. With a little practice, this juggling act can be mastered by anyone.
The first step is to create an environment in which no one is above constructive criticism. Leaders who place themselves on a pedestal will sooner or later be laid low. So, spread the word again and again that shortcomings, including your own, are a natural part of life. In other words, admit your mistakes. Setting this example is very important for a leader. You can’t expect others to do what you will not undertake on your own. If you really fumble the ball, live with it. Be prepared to say, “This is entirely my fault. I take full responsibility and I’ll do everything in my power to see that it doesn’t happen again.”
It is also very important for a leader to make these statements as quickly as possible. Admit your mistakes before anyone else has a chance to point them out. It is all right to laugh about them, but not in an attempt to minimize their impact. Be very clear about that. If you can master the art of admitting fault, you will find that something very surprising begins to happen. People will rush to reassure you. Everyone will bend over backward to make you feel better. Superiors and subordinates alike will hurry to lift some of the weight from your shoulders. This is just how human psychology operates.
A very dramatic example of this occurred in the 1957 Kentucky Derby. Willie Shoemaker, one of the greatest jockeys of all time, was riding the favorite. With a little more than a quarter mile to go, Shoemaker was leading the race, but then he made an almost incredible mistake. He misjudged the location of the finish line and stood up in his stirrups several hundred yards too early. It was an error that not even a first-time rider would be likely to make, let alone an experienced professional riding a top-rated horse.
Needless to say, Shoemaker lost the race. A few moments later, the owner of the horse confronted Willie Shoemaker outside of the edge of the track. “What happened?” the owner asked. Shoemaker looked him in the eye. “I blew it,” he said. “There’s nothing else I can say.” Reflecting on this, years later, the owner of the losing horse was able to laugh about the incident. “When he admitted his mistake, I just put my arm around his shoulder and told him to forget about it. But I’ll tell you this—if he tried to come up with some excuse, I would have punched him in the nose.”
In practical terms, the lesson here is very plain: Leaders always behave like leaders, whether they win the race or lose it because of their own mistakes. Leadership mastery ultimately is less a matter of what you do than what you are. What you do may vary from day to day, but what you are should remain steadfast and unchanging.
Dale Carnegie spoke very clearly about this. “Patience, perseverance, and consistency will accomplish more in this world than the most brilliant transitory moment. Remember that when things go wrong. Of course, discouragement will come at times, and the important thing is to surmount it. If you can do that, the world is yours.”
The rules set down here are not mere theories or guesswork. They are tried-and-true formulas that will lead you on a path toward your own sense of deep fulfillment and true empowerment. They do not call for years of thought or self-scrutiny. All that is required of you is honesty and a genuine desire to become your own unique style of leadership master. Give yourself permission to be creative. Think as far as you can out of the box, and above all, honor yourself for your individuality and the commitment you have made toward bettering yourself. Dale Carnegie once said, “These techniques work like magic. Incredible as it sounds, I have seen them literally revolutionize the lives of many thousands of people, and they can do the same for you.”
1. Do you have a currently employee recognition plan in place in your organization? If so, how can you improve upon it? If not, take the necessary action steps to create one.
2. We all have to deal with negative people during both our personal and professional lives. Effective leaders can point out one’s mistakes in a positive and proactive way, while at the same time being clear and constructive. How might you improve your interactions with negative people in your organization? As both a leader and a model, how might you improve your own reaction to mistakes that you make?
3. Leadership mastery action plan: As a review of the work that you have already done in previous action step segments of the book, and as an exercise in gaining further insights, write your answers to each question below, and act on them as soon as possible. You hold the keys to your future as a powerful and prolific leader!
1. Who are the individuals with whom you need to communicate more effectively?
2. How can motivation and mentoring enhance your effectiveness as a leader? How can you help others to make their best effort—and how can you bring out the best in yourself? Is there an area in your life that could benefit from your having a mentor, or do you know someone for whom you could play that role?
3. How can you develop the talents of those who look to you for leadership? How can you use hard work to maximize your own talents—and to strengthen areas in which natural talent may be lacking?
4. How comfortable do you feel with risk in your own life? Are there areas in which a more adventurous approach might benefit you and your organization? Or, upon reflection, do you feel you may be a bit too ready to stretch prudence to the breaking point?
5. The book discusses two different types of leadership: inspirational and organizational. In which leadership style are you the stronger? How can you improve on both?
6. Identify any areas of difficulty that you might have in balancing professional achievements with your personal responsibilities and fulfillment.
7. Where can you put the leadership mastery tools that you have learned into use right now? What relationships can they benefit? What projects can they further? By putting these tools into action, whom can you help?
8. Are you satisfied with how you have handled crises in the past? What would you have done differently? What lessons can you draw that will assist you in discovering the opportunity lying hidden in even the most dire situations?