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Pretty short, pretty simple, eight little words, but how powerful they are! Herb Brooks, hockey mastermind, architect of the “Miracle on Ice,” and outstanding leader, was full of witty admonishments that left a mark on those under his charge. The importance of these few words cannot be underestimated. When Brooks put together the Miracle on Ice team he took many risks. His method of choosing players was unconventional and questioned by many. Players he selected were in some cases not the most highly skilled, but fit his system. In many cases the players were arch rivals, previously playing on opposing college teams. How could he risk them ever becoming an all-embracing team? He then introduced a system of play never seen on the United States hockey scene. How could any of this work? Well, it did! All of these risks combined with his extraordinary, calculated leadership lead to one of the most memorable sports events in history. The leader who is not willing to risk something will experience many dreams but never see them come to fruition. Be bold in your leadership and realize your dreams!
Steve Nellis
Herb Brooks brought together players to create the “Miracle on Ice” USA Olympic Hockey team. Some of these players had been opponents playing against one another prior to Brooks selecting them. It was a risk, there was uncertainty involved and some degree of possible failure built into this decision. Yet, he did it anyway. You see, this was a man who would select players for his teams not solely based upon their skills. He selected people with values first, and athletes second. He took risks.
If the world were flat, so many leaders would be found in toward the center. Herb Brooks, and other exceptional leaders, would be found near the edge, sometimes teetering for a fall. You see they are the risk takers: The ones not afraid to try something new, not afraid to innovate, and not afraid to fail.
Exceptional leaders know that sometimes we fail. They also know that failure can be our best teacher and to learn from it and move on. They take risks. Calculated and thought out yes, but risks just the same. Exceptional leaders may fail from time to time, but they will never sit with their dreams looking back with regret.
Fred Bragan
Did you ever have a boss that was brilliant at what he or she did, but a real jerk? How much did you respect them? Forget respect, how much did you listen and learn from them? I am willing to bet the line of communication was limited and so were the opportunities to learn.
Roosevelt was considered one of the most interesting men of his time, but that is not what secured his position with the American people. Although he came from a wealthy family, Roosevelt had great compassion for the common man. This, is what produced the adoration of the electorate. The great leader must allow those under his or her charge to understand they are important to him or her. That they are indeed cared for. This does not equate with being friends, rather a level of mutual respect. Without this basic level of understanding, no matter how brilliant the leader is, he or she will not be able produce the level of performance required to achieve the outcome excellence desired.
Steve Nellis
There are many leaders who care about their employees, yet, if asked, their employees would say that they just don’t feel it. What sets apart the leaders who are able to communicate that caring? The answer lies in the things exceptional leaders do on a daily basis that demonstrate to their employees that they are truly noticed as people, as individuals who matter. So, what are those “things” that great leaders do?
1.Lead by example
General Douglas MacArthur once stated, “ Am I a constant example to my subordinates in character, dress, deportment, and courtesy?” If leaders expect a climate of civility, of teamwork, and of respect, then they must be able to demonstrate those qualities every single day.
2. Care
Regularly demonstrate genuine care for people. Practice intentional listening when talking with folks. When people know they are truly being listened to it creates a sense of being valued. I think of a leader who I knew and when this man was listening to me, I felt that I was the only person in the world who mattered. It wasn’t just me; everyone who knew him will tell you they experienced the same feeling.
Get to know the people who you lead. Do they have kids, families? Are they going through tough patches outside of work? Notice them on a daily basis and, most importantly, notice when they seem different. I remember a morning I greeted an employee who was walking toward me in the hallway. I said hello and asked how she was doing. The woman stated that she was doing well, but there was something different. I stopped and asked her if she was OK. Tears welled up and she said that she was going through a tough time. I asked if there was anything I could do. She told me no, but then thanked me for noticing.
In large organizations, the top leader may not be able to see employees on a daily basis. However, she or he can demonstrate this to the management team and teach them to notice.
Being human, caring about people and showing it, costs nothing. The results, however, can be invaluable.
Fred Bragan
"If your actions inspire others to dream more, learn more, do more and become more, you are a leader." John Quincy Adams
In its base form, leadership is all about inspiration. Inspiration is defined as, “being mentally stimulated to do or feel something, especially something creative.” Great leaders are never stagnate. They are constantly doing, feeling or creating. There is no status quo for the leader. Even in quite times the leader is always thinking how can we be better? Can we pursue a higher level of excellence? Because the leader is never stagnate, he or she is the catalyst that inspires others to pursue excellence. To dream more, learn more, and become more.
Steve Nellis
In my work with leaders over the years, I have watched closely at what they do, how they behave at work, and the effect they have on employees. The most effective leaders shared similar qualities they displayed on a daily basis.
They were passionate about the vision and mission of their organization. They were not quietly passionate; they shared their passion with the team and communicated their belief in the teams’ mission every day. Shared passion can make an organization soar.
They worked from the trenches. These were leaders who were not afraid to roll up their sleeves and work side by side with employees. It allowed them to appreciate the work people did and gave them the opportunity to get to know individuals personally. They did not stay in their offices and they were respected for their presence.
They developed people. These were leaders who provided opportunities for employees to learn new skills, to hone existing skills, and take on new responsibilities. These were leaders who helped advance the careers of employees. They became teachers committed to excellence and character development.
They modeled what they expect. Leaders, who expect teamwork, civility, mutual respect, and the use of dignity for all, must walk the talk. They model the qualities they want to see in their teams every single day, honestly and transparently.
They encouraged risk-taking without fear. Their employees knew they could try new techniques or share ideas without the fear of reprisal or rejection. In fact, great leaders communicate that not all ideas or attempts will be successful and promote bold thought and action.
Great leaders know that people have dreams and aspirations, want to be appreciated and recognized, and allowed opportunities to grow. When one models these traits and meets employee needs, they have become a leader by deed, not by title.
Fred Bragan
Over the last several years I have watched my wife Kathy, and my sister Katie, get plants and flowers to grow and bloom and create wonderful landscapes of color and dimension in areas I would not have thought would work. They seem to know which plants will do well in sun or shade, how to provide the right nutrients to different plants to ensure that each plant or flower has what it needs to flourish. They watch over their gardens daily, taking out weeds that will impede plant growth, adding soil or additional nutrients, and sometimes propping up some plants so they will not break under the weight of blossoms.
As I sat one day with my coffee in hand, I watched my wife tend to her gardens and it occurred to me that there is a real correlation to people and organizations. It came to me that really effective leaders “cultivate” people. Great leaders know where and when to place people in certain positions where their skills are best utilized and where they will tend to flourish. They make sure that their employees have the resources and support they need to grow and be successful in their positions, and they closely monitor their growth. Leaders consciously and purposefully “weed out” obstacles that may stand in the way of employee success. Effective leaders also know that sometimes they need to prop up people temporarily when under pressure.
Great leaders “tend” their organizations like gardens in a way. No, people are not plants, but people need resources, information, professional development, nurturing, and regular attention, just as gardens need sunlight, nutrients, and the right soil conditions to flourish. Great leaders are dedicated to helping people grow.
Fred Bragan
Everyone has potential, not the same potential, but potential nonetheless. The key to outstanding leadership is unlocking each individual’s fullest potential. As I coach young hockey players my overall goal is to expose them to all facets of the game of hockey, to make them all well rounded players. But not all players have the potential to excel at defenseman or forward or goalie. To maximize each player’s potential, and the potential of the team, I must recognize their natural abilities and move them toward the position they display the most talent for.
A similar circumstance was present when I trained young Marines. In theory every Marine is a rifleman first. From a combat perspective this is a valuable expectation. Truth be told, some of my Marines could not shoot very well at all, but they had exceptional potential in other skills. Some excelled as radiomen, others were very skilled in the use of a different weapon. The great leader will recognize each individual’s unique capabilities and unlock their maximum potential in those abilities.
Allowing each individual to achieve their greatest potential exponentially improves the performance of the team. The quest for excellence has now been thoroughly established.
Steve Nellis
As leaders we look for those traits and characteristics in our co-workers and potential hires that we believe will help move the organization forward. But how do we unlock an individual’s potential? We get to know them, we watch, we listen, and we take chances. We create an environment in which people can try new things, we empower them to take chances, and we allow them to grow and take on new roles.
I think back to a fourth grade teacher I had the pleasure of working with while in the role of Superintendent. This young man was an exceptional teacher who was admired by his students, parents, and faculty members. He was successful and was not afraid to try new ways of teaching in his classroom. He taught and his students learned and demonstrated their abilities.
So when this young man came to me and told me that he was close to needing an internship to complete his certification as a school administrator, I knew immediately I could not let him do it outside of our district. He said he needed to find a paid internship in order to continue meeting his family and financial needs.( as do we all). I did not hesitate to tell him I would approach our Board with a proposal. I knew that if we could not keep him, he would find an internship elsewhere and be hired by another district as a leader. I needed to allow him the opportunity to unlock his potential as a leader.
It took some doing to convince a few members of the Board that giving him an internship at his current salary and hiring a long-term substitute teacher to take his class was an investment in our future. With the insight and input of other members, the Board agreed.
This man did his internship and did it well. When an Assistant Principal vacancy opened up for the following year, he got the nod. Not too long after that, he took over when the principal took a different position. He had the support of the Board, his colleagues, and me. He did an exceptional job as a leader and was respected by our community. His potential was unlocked!
I had no guarantees that he would be wonderful. I had to take a risk and allow him an opportunity to try, to experience discomfort, to experience success, and to grow. I never regretted that risk.
Fred Bragan
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