Steve Watkins from Investor's Business Daily recently interviewed Antigoni Ladd, a founder and the executive vice president of Tigrett Leadership Academy, invoking her wisdom on setting goals, courage, and conviction.
You must persevere to get past those roadblocks that inevitably crop up in any venture. Get past them by having unshakable faith in what you're doing. That's how leaders such as Mahatma Gandhi and Eleanor Roosevelt forged ahead.
"Ask yourself what values and causes you believe in personally," said Antigoni Ladd, of the Gettysburg, Pa.-based company, which uses examples from history in its lessons.
Set your goals. Abraham Lincoln met with plenty of opposition in trying to unite the country under his vision, Ladd says. He wanted the U.S. to be a model of democracy for the world. That view helped him persevere even as he encountered fierce opposition.
"Persistence is doing whatever it takes to get you to your vision," Ladd said. "Lincoln was driven by his vision of what the U.S. should be. He was certain of what he wanted for the long term, so if he had a failure, he kept going."
Have conviction. Stick to your guns if you're confident in your ideas. Even when Winston Churchill was out of favor with British parliament before World War II began, he could see Germany was rearming. He gathered reports and studied the situation, Ladd says. Once he became prime minister, he was prepared. He sold Britain's war cabinet and the British people on the importance of going to war to stop Germany.
"He was so embedded in that vision of victory!" Ladd said.
Expect a roadblock. If you're striving to achieve something important, it's inevitable that you'll hit obstacles on the way.
"Any great accomplishment at one time was considered an impossible dream," said Joe Tye, CEOand head coach at Solon, Iowa-based consulting and training firm Values Coach. "The bigger the dream, the bigger the challenges."
Get ready. Prepare at all levels to persevere to get past hurdles, keep a positive outlook and have a clear vision of what you want to achieve to overcome them, Tye says. Many new businesses fail, but Tye says it's up to the owner. Leaders who persevere by making a call to one more bank or check in with one more potential client tend to succeed, he says.
"Businesses do not fail; owners quit," he said.
Keep at it. When Harland Sanders started trying to franchise his fried chicken concept he was rejected by many restaurants (legend has it he received 1,009 rejections) before succeeding. He had worked hard perfecting his combination of spices and method of cooking the chicken in a pressure cooker. Restaurant owners continually told him that they already knew how to make fried chicken. He forged on until he built it into Kentucky Fried Chicken.
"He knew what he wanted to accomplish and refused to give up," Ladd said.
Address the problem. It's vital to make sure your group doesn't start to lose faith if you encounter obstacles. If morale begins to slip, find the cause and deal with it. It might be a disgruntled member talking negatively or a communication problem you need to rectify.
"Once the cause is discovered and the situation can be corrected, the team morale will again enter a positive zone, all due to the perseverance of the team leader," Ladd said.
Know when to shift. Tye calls it a "broad and fuzzy line" between sticking to your guns and stubbornly persevering in your beliefs, even if your plan is unworkable.
"If something is not working, try something else, but don't quit," Tye said.
See opportunity. View hurdles as chances to achieve. Tye believes that Randy Pausch, the late Carnegie Mellon University professor who wrote "The Last Lecture," said it best: "Brick walls are not there to keep us out. Brick walls are there to give us a chance to show how badly we want something."
What kind of leader does a country need when its citizens are polarized, their divergent views fanned by politicians and media? Can an individual reverse such a hostile mood and begin a healing process?
In today’s divisive rhetoric, we often forget that our country was just as passionately divided once before, and it took a civil war to resolve our differences. The leader who led our nation back into union offers us today a model of how to reach across the divisions.
“We are not enemies but friends,” Abraham Lincoln stated in his first inaugural address, reaching out to the seceding southern states. “Though passion may have strained, it must not break our bonds of affection.”
He appealed to their shared past. “The mystic chords of memory, stretching from every battlefield, and patriot grave, to every living heart and hearthstone, all over this broad land, will yet swell the chorus of the Union, when again touched, as surely they will be, by the better angels of our nature.”
Throughout his two terms as President, Lincoln’s speeches, his letters, and his actions reaffirmed the higher mission of the nation. We were a beacon of democracy, he pointed out, and the world was watching our example. A splintered nation would only show that a democracy could not resolve internal differences—just pack up and leave if you disagree.
“Our popular government has often been called an experiment. Two points in it, our people have already settled—the successful establishing, and the successful administering of it. One still remains—its successful maintenanceagainst a formidable [internal] attempt to overthrow it.”
Lincoln took every opportunity to reach out to the people to understand the importance of the war being waged. He visited troops, reminding them of the importance of their service. He wrote editorials to newspapers to explain his goals and make clear his priorities. And he accepted every opportunity to speak to the public.
Thus he came to Gettysburg, two years into a civil war, to honor the men lost in one of the bloodiest battles of the war. His words reminded those standing by the new cemetery on a cold November day that they had an obligation to take up the mantle of the warriors lost in battle and to re-connect to the values of the founding fathers.
“It is for us the living, rather, to be dedicated here to the unfinished work which they who fought here have thus far so nobly advanced.”
The words he spoke that day were not, as is sometimes mistakenly stated, written on the back of an envelope. These were words he had written and spoken again and again, in his efforts to unite the nation by reminding people of their higher purpose.
In 1861 in New Jersey, he said: ”There must have been something more than common that those men struggled for... that something that held out a great promise to all the people of the world to all time to come.”
In Gettysburg, we celebrate the anniversary of that famous address on November 19—Remembrance Day—with full honors: military band, speeches, parades, a re-creation of Lincoln’s speech. For me, a child of immigrant parents, the most moving part of the day is the swearing in of new citizens from every part of the world, ready to become part of a nation that offers “a great promise to all the people of the world to all time to come.”
Surely Lincoln’s example can inspire us today to work for the higher view of our nation, what he called “the last best hope of earth.”
Ever feel you are not getting anywhere, despite all your hard work? Are you just plain tired, discouraged? Where can you seek inspiration to keep going?
Our team recently made two trips that re-charged our batteries, and both trips were based on the life of a great leader who pulled himself up from a childhood of poverty in small-town America to become a national leader. No, it was not Abraham Lincoln, but Dwight Eisenhower who reminded us that the American dream is still alive, that we can pull ourselves up.
In September, instructor Tara Wenzel traveled to Abilene, Kansas to run a workshop for the federal probation team from the state of Kansas. They not only wanted to tour Ike’s boyhood home, they had secured classroom space at the Eisenhower Presidential Library for the day-long workshop. To say that the setting helped set the mood of Ike’s tremendous achievements would be an understatement. Attendees toured the Library as well as the Eisenhower home where Ike and his brothers grew to adulthood.
Then in October, I traveled to Denison, Texas, to run the same class (“Lessons from Eisenhower & D-Day”) for two groups from the U.S. Courts of the Eastern District of Texas. In Denison, workshop attendees saw the home where Ike was born, seeing first-hand what a hard life Ike’s parents worked through—a home right on the railroad line (14 trains coming through each day), a house with no running water, and of course no air-conditioning (so the soot from those 14 daily trains came right through the open windows). Our fabulous tour guide, Maxine Minson, spoke emotionally of the amazing strength the Eisenhower parents passed on to their sons. How did people cope without our modern conveniences and have the energy to get past survival-level living to aspire to college and professional careers?
Said Ike, “I have found out in later years that we were very poor, but the glory of America is that we didn’t know it then.”
Despite their lack of money, David and Ida Eisenhower raised six boys—one becoming a lawyer, another an engineer, a banker, a pharmacist, a college president, and a military commander-later-U.S. President. What family values spurred this type of achievement?
The boys learned through hard work, strong family values, and taking responsibility for themselves and one another. In a 1946 speech to graduating students at Gettysburg College, Ike described Abraham Lincoln in terms reminiscent of his own values and upbringing. “Basic to his [Lincoln’s] genius for leadership was a willing acceptance of responsibility and a firm will to render honest service.”
In that same speech, Eisenhower went on to personalize that concept to everyone listening. “This basis is demanded of every one of us if the United States is to maintain its position in the world. For the measure of our leadership as a nation is the sum total of the character and sense of responsibility that each of us applies to our daily tasks.”
After leaving Denison, Texas, I was motivated once again—keep going, take responsibility, and continue to build your character. If you have the chance to visit Eisenhower’s Texas or Kansas homes, please stop and refresh your spirit.
To learn more about visiting these sites, click these links:
Tigrett Leadership Academy Instructor
In January 2015, Tara Wenzel retired from a 38-year career at the Department of Defense, where she worked in training, finance, intelligence analysis, signals collection, and counter-terrorism. Just a couple of weeks later, a close friend asked, “So, Tara, what will you do with the rest of your life?” She quickly dismissed the question as premature, but added that “I think I’d like to get into some kind of teaching, as I really enjoyed doing that during my government service.”
Tara’s friend pounced and insisted that she meet Tigrett co-founders Antigoni and Everett Ladd. Tara and the Ladds met shortly thereafter, and they hit it off immediately. By the spring of 2015, Tara was sitting in on Tigrett classes, which quickly led to team-teaching with Antigoni—and soon she was facilitating classes on her own.
Three years later, Tara is one of Tigrett’s most popular instructors, teaching Tigrett’s Lincoln program as well as the Eisenhower/Churchill program. She is also the lead guide of Tigrett’s “World War II in Gettysburg” tours, conducted in a partnership with Gettysburg Battlefield Bus Tours.
Recently, we had a chance to sit down with Tara for a brief “Q&A” about her career—and what “makes her day” when teaching for Tigrett.
How did you get into leadership training?
"I had spent a lot of time overseas doing the ‘hands-on’ and was able to bring these literal war stories back to the classroom and show my students that the stories I was telling to help them do their jobs better was directly responsible for making the world safer. That’s the passion I try to instill in my students, regardless of the job they do—to show them that they’re much, much more valuable than 'Oh I’m just a [fill in the job title] at their organization.' To see them get excited about their work with this new perspective is a total jazz for me.”
What prompted you to wear period costumes in your classes?
“It started during my technical training for the government. The subject matter could be somewhat boring and overwhelming, so I started wearing regional costumes and involving students in a discussion of the costumes’ significance—and they ate it up. In addition to remembering the costumes, the students later reported that they were retaining much more of the content. When I started training for Tigrett, I suggested the costume idea to Antigoni, and she let me try it. The rest is history (pun very much intended!).”
What makes the historical figures used in Tigrett training more compelling than modern business case studies?
“It’s the stories. While case studies have value—and we used countless such case studies in my years in government—they typically are just recaps of names, dates, and places. What makes the Tigrett programs so compelling are how relevant the challenges of historical figures are to 21st-century business challenges. For example, as a new President, Lincoln had to contend with issues—secession, a bickering cabinet, the Civil War, insufficient resources—that have remarkable, and vivid parallels to what organizations face in 2018. Such parallels also attach to Eisenhower and Churchill’s conduct of World War II.”
What do you most enjoy about working with Tigrett clients?
“Getting to know the participants. Because we spend so much time together, we have the opportunity to chat with them one-on-one—and learn from each other. It’s magical.”
We are just back from a “Lessons from Little Bighorn” workshop in Montana, and it was a real treat to visit that beautiful battlefield, which looks today much as it did in 1876.
Our Cheyenne guide gave a passionate and moving tour of the large battlefield, highlighting the heroic deeds of Crazy Horse, Gall, and Two Moons. The next day in class we heard the inevitable question, “Why do you focus on Sitting Bull in this class when he did not even fight in the Battle of Little Bighorn?”
Let me answer the skeptics with more questions: Why did Lincoln not fight in the Battle of Gettysburg? Why did Eisenhower not cross the English Channel with the first wave of troops on D-Day? Why does a coach not go on to the field, pick up the ball, and run for a touchdown?
Someone has to be the strategic thinker and organizer, the one who keeps the entire “field” in his planning. His/her job is to inspire the fighters to want to stay together and work together toward a common goal.
Sitting Bull had brought together a summer encampment of 7 Dakota tribes, 2 Nakota tribes, along with Cheyenne and Gros Ventre tribes. Hundreds of teepees were pitched in circles by tribe, each with independent leadership and accustomed to moving on their own. Sitting Bull, who anticipated a fight with the advancing U.S. Army, worked to build an allied fighting force, but one that allowed tribes to fight as separate units.
He appealed to the young warriors, praising their courage, while holding their high energy in check, so they would be ready for the large fight to come. He met with the tribal leaders repeatedly, emphasizing their similarities and their shared need to protect their lands and people from the whites. And he publicly performed a ritual Sun Dance, sharing his vision of “soldiers falling into camp.” That vision was interpreted as a major victory over the soldiers, and the message spread throughout the combined campsites.
So my answer, after you learn of the battlefield heroics of the colorful Crazy Horse and stalwart Gall, is that Sitting Bull was absolutely essential to the winning of the Battle of Little Bighorn. It was he who called for the tribal gatherings, who kept the tribes focused on staying together for a big victory, who unified the young warriors, and who did not tamper with the strength of the individual fighting skills of the warrior leaders.
What if the battle had not been won by the tribes on June 25 and 26, 1876? Who would have pulled together a retreat, or re-organized into different defensive units? Who would have taken the blame for the loss? This victory needed a strategic thinker and inspirer, and they had that in the noble Sitting Bull.
Who, in your office, is the strategic thinker, the big-picture advocate? In many organizations today, people are spread out on different floors, in buildings across the street, in regional offices around the state or country. Who helps keep these warriors focused on the big picture? Maybe you are the one to step up to that role. Become their inspirer.
For those of us who love old movies and are WWII buffs, this past Memorial Day Weekend with all its movie re-runs was a treat. If you ever doubted the patriotic fervor that gripped the country during WWII, just scan this list and see how many Hollywood and TV personalities you recognize (and this list is not all-inclusive).
In 2016, 62% of employees were treated rudely at work at least once a month, according to a global, annual poll on workplace incivility. Does that figure surprise you?
The sad consequence of rude behavior is that 22% of employees say they purposely quit doing their best work due to incivility. The impact on the organization is a decline in overall performance as employees feel less committed, spend less time at work, and even take out their frustrations on clients.
At the request of a long-time client, we recently developed a program on communicating professionally—using tools for body language, active listening, meetings behavior, handling conflict, email and telephone etiquette, and stopping gossip.
But where do we find role models from history (our specialty) to illustrate civility? Our research discovered that George Washington wrote “Rules of Civility and Decent Behaviour in Company and Conversation” as a school exercise in 1744. Many of his 110 rules are equally relevant today as they were two centuries ago.
Thank you, Mr. President. Anna Post, great-granddaughter of Emily Post, puts Washington’s rules into perspective.
Manners do change over time, our society advances, so how we interact as part of it changes, too. We see this in the disappearance of chaperones and calling cards, and in new standards for new technology, such as cell phones and social networks. But there are some aspects of etiquette that are tried and true, gold standards unchanged no matter the times, no matter the culture. These essential principles of how we treat one another are consideration, respect, and honesty... They are the standard to look to when you are unsure of how to act.
If you need some civility training for your team, give us a call, 717-334-9089. Let’s help bring respect back to the workplace.
The Power of Courageous Leadership in Turbulent Times
Where else can you find five compelling leadership cases—Ernest Shackleton, Abraham Lincoln, Frederick Douglass, Dietrich Bonhoeffer, and Rachel Carson—all in the same book? This new study by Harvard Business School professor, Nancy Koehn, compares people whose leadership qualities were “forged” through turbulent times. She writes, “once they were in the middle of calamity . . . they couldn’t give up. Rather, each resolutely navigated through the storm and was transformed.”
Each stand-alone chapter provides an engrossing biography, tying it to the critical times that shaped the individual’s leadership growth.
For those of us committed to teaching through historical example, this book is a treasure. The lessons are ones we have preached for years—the power of vision over personal goals; the importance of strong, persuasive communications; the need for resilience. Koehn also emphasizes the importance of empathy and compassion that these five leaders felt and exhibited. “Part of the reason that these five ordinary people could do extraordinary things was that they led from their humanity. They used their personal experience, particularly their empathy, to help motivate and sustain others.”
Have you been lamenting your workplace stress, with so many fires to put out daily that you have no time to lead? Then pick up the biography of Shackleton or Carson or the others in this book. You may find yourself re-charged and inspired to go “at it” with renewed faith.
Or call us for a leadership program that helps your staff come to terms with their own turbulent times. Through colorful stories and inspiring leaders, we can help your team see their challenges in perspective and re-energize for the new year. Check these program options: http://www.tigrettleadershipacademy.com/multi-day-programs.html.
No time for weighing anything except what we can do best for the country as a whole
It was June 1940, and Chicago sweltered in the heat. The Democratic convention was at fever pitch—first about whether to give Franklin D. Roosevelt a try for a third term as President (setting a precedent), and then fighting over the long list of vice presidential candidates.
FDR did not attend the convention, keeping a low profile in Washington. But he let the convention know that he wanted Henry Wallace (his Secretary of Agriculture and the strongest supporter of FDR’s New Deal policies) as vice president. Conventioneers however did not want someone telling them which man to select, and factions were pushing their own candidates. FDR, determined to have Wallace, threatened to pull out if they did not approve Wallace for VP. There was pandemonium in the convention hall as names were proposed.
Eleanor, meanwhile, was having a quiet day in Hyde Park, New York, knitting peacefully at home with the radio tuned to the convention proceedings in Chicago. Then the phone rang, and FDR asked Eleanor to fly to Chicago to intercede on his behalf. She packed a small bag, flew to New York and then Chicago, and arrived as the convention was in full swing, with nominating speeches bringing delegates into the aisles yelling and screaming.
Just before the balloting for vice president was to begin, Mrs. Roosevelt stepped up to the rostrum, and the crowd fell silent—surely a sign of respect from the agitated delegates. She spoke with only her notes, and in the silence, she was heard by everyone in the crowd.
Any man who is in an office of great responsibility today faces a heavier responsibility, perhaps, than any man has ever faced before in this country. Therefore, to be a candidate of either great political party is a very serious and solemn thing. . .
When she ended, there was a short silence, as people reflected on her words, and then enthusiastic applause broke out through the entire room. When she returned to her seat, the balloting began, and by the end of that first ballot, Wallace had won the majority of the votes to become the vice-presidential nominee. Eleanor’s calming voice and her appeal to a higher cause, brought perspective, and they accepted her call to action: “You will have to rise above considerations which are narrow and partisan.”
Back in Washington, FDR phoned the convention and announced he would deliver his acceptance speech. He spoke via radio broadcast from Washington, DC at 1:20 AM, accepting their nomination and running for an unprecedented third term as President.
For more lessons from the remarkable Eleanor Roosevelt, let us bring a short program to your work team.
If you haven’t yet seen Darkest Hour, you owe yourself this treat to learn about a part of WWII history seldom discussed—Churchill’s first month in office, in the midst of war, fighting to win over his own War Cabinet. Perhaps his most important victory was gaining Cabinet consensus to commit the nation to war and not negotiate peace terms with Hitler.
Director Joe Wright takes the back-room negotiations (which could have been portrayed as “talking heads”) and dramatizes them with soaring music, brilliant cinematography, battle scenes in the air, and the tension of the Dunkirk evacuation. Even though you know that England will take on Hitler’s raging forces, you find yourself wrapped up in the story, feeling the intensity of the negotiations.
Be alerted, though, that the screenwriters have twisted the history, adding such fiction as Churchill’s London Underground ride, when he conducts a focus group with average citizens to learn how they feel about committing their country to war. They, of course, advise him to “never surrender.”
To add drama, the characterizations are overdrawn, with former Prime Minister Chamberlain scheming with Lord Halifax (senior Conservative Party member) to get Churchill voted out of office (by a vote of no confidence in Parliament) and then put Halifax in his place. There is no evidence to show such conspiring. In fact, Churchill’s War Cabinet meetings were recorded meticulously (including 9 contentious meetings between May 24 and May 28, 1940) and published, giving us the real story.
At times, Churchill is pictured as a tortured man, uncertain and indecisive. Phooey! He was a man of many faults (many, like his drinking, showcased in the movie), but he was decisive and he welcomed fierce debate and arguments. He was a brilliant writer, who worked over and over his speeches, until his meaning was clear, the phrasing dramatic, and the call to action forceful. On May 28, Churchill told his War Cabinet “that every man of you would rise up and tear me down from my place if I were for one moment to contemplate parley or surrender. If this long island story of ours is to end at last, let it end only when each one of us lies choking in his own blood upon the ground.”
This movie shares a story worth telling, and, with these cautions, I hope you will enjoy a colorful insight into the working of British government.
As a leadership role model, Churchill is colorful, dramatic, and memorable, and we offer three different Churchill leadership programs, ranging from a half day overview to a three-day intensive seminar. See our Website for details or call.