50 Shades of Leadership
Leadership Unleashed
- real lessons human leaders have learned from their dogs -
ISBN: 978-1516831913
© Copyright (2015)
Pack Leader Publications, UK
____________________________________________
Proceeds from the sale of this book will be donated to
Dogs Trust UK
____________________________________________
Dogs Trust is the largest canine welfare charity in the
UK. Their mission is: “to bring about the day when all
dogs can enjoy a happy life, free from the threat of
unnecessary destruction”.
Each year, they care for over 15,000 dogs and rehome
as many as they can thereby ensuring that no healthy
dog is ever destroyed.
Dogs Trust relies on public donations to support their
work. All contributors to this book have given their time
and insights, free of charge, to support this worthy
cause.
Further information on Dogs trust can be found on their
website www.dogstrust.org.uk and you can sponsor a
dog at www.dogstrust.org.uk/sponsor/
A huge thank you to each individual contributor
because without you this book would not have been
possible. Thank you for being willing to share your
stories and insights – you are true leaders.
Foreword
Organisations spend millions of pounds on leadership
development every year, so why is the need to develop
effective leaders consistently rated as one of the top
issues facing business in industry surveys? Well, the
answer is really quite simple …
Leadership is a process and it is possible to teach, and
therefore learn, a process. For example, think about
learning to drive – you learn the process of driving but
that doesn’t necessarily make you a good or effective
driver!
Leadership is a process that requires an interaction
between two parties – the leader and the follower.
Without at least one follower you simply cannot be a
leader. Of course, your first follower should always be
‘yourself’ and this is where the journey to being a true
leader starts. It doesn’t matter how many leadership
theories you know or how many models and
frameworks you understand, it is how you behave that
matters. The process is interactive and relies on the
ability of both parties to engage and on the leader to
motivate and gain the trust of the follower in order to
work together towards a common outcome.
Leaders are people. It obviously helps to understand
the leadership process but there is so much more to
being a leader – it requires a certain range of skills,
attributes and behaviours – and these are not typically
developed well enough in traditional leadership
programmes. In fact, recent research by a number of
recognised leadership authorities is suggesting that
leadership development alone simply doesn’t work.
It is an accepted fact that using metaphor is an effective
way to help people learn and to make learning stick. I
have spent the last 10 years researching human and
canine interaction through the metaphor of being a
‘pack leader’ to my own dog (a boisterous German
Shepherd) and how this can be used to support and
develop people becoming more effective leaders in
practice.
The key is that being a leader is just that ... a ‘state of
being’. It is not about being an ‘alpha’ individual but
requires acceptance of the identity and behaviour of a
leader at all times, whether you are sitting in a
boardroom, leading a team on a sports field, standing in
front of a class of students or walking a dog.
There are so many lessons that we can learn from our
four legged friends – they don’t take things personally,
respond to emotional and behaviour, and you get
immediate feedback on how well you are doing. You
also have to learn quickly if you want to achieve the
right results.
When I started sharing my ideas and research findings
I was delighted to find that many of my dog-owning
colleagues not only recognised the core messages I
was putting forward but could add their own personal
insights and stories. This book is a compilation of
lessons from 25 of these individuals. Each example
illustrates an example of leadership between them, as
the leader, and their dog(s) as the follower(s). As you
read each chapter, please think about the leadership
process from both leader and follower perspectives but
also consider the lessons that the human leader has
learned.
I hope you find them useful in your journey to becoming
a more effective leader.
Dr Lesley Hunter
&
KENO (Kee’no)
The dogs and their humans
1. Barney and Chris Cooper
2. Ben and Barbara Brown
3. Archie and Dave Algeo
4. Bo and Greg Robson
5. Tunkasila and Dr Isla Fishburn
6. Ollie and James Winsor
7. Jasper and Nevil Tynemouth
8. Smudge & Cowboy and Steve Houghton-Burnett
9. Mavis and Rebecca Armstrong
10. Darcey and Simon Hazeldine
11. Freddie and Tiffany Kemp
12. Alfie and Mike Smith
13. Chilli and Joss Harwood
14. Ollie and Richard Oren
15. Merlin and Terry McDermott-Moses
16. Tinks and Robert Craven
17. Jet and Simon Waim
18. Eddy and Karen Newton
19. Amber and Kevin Chidley
20. Simba and Cal Saul
21. Bean & Bear and Rob Holcroft
22. Peggy Sue and Rebecca Jones
23. Ellie and June Cramman
24. Star and Penny Kirk
25. Max and David Hall
(1) BARNEY
helps Chris apply emotional levers to get results
A leadership tip inspired by my dog Barney is the
importance of increasing results by applying emotional
levers to help people to get the most important things
done, whether they feel like it or not.
When it came to having a dog, my wife Ruth took six
years to persuade me to do it even though I always
knew I one day wanted one. She finally achieved her
goal by a visit to a Labradoodle breeder. “We don’t
have to buy one, Chris, but it would be fun just to take a
look.” As the breeder took me into a pen and a beautiful
cream pup befriended me – it was love at first sight. I
rolled over just like the puppy and rang the breeder the
following day.
Just as Ruth cleverly applied an emotional lever to lead
me towards buying a dog, Barney also acts as a lever
to help me get up and exercise. Knowing Barney is
waiting for me expectantly to deliver on my walking
commitment means I am going to feel guilty all day if I
don’t do it. He puts extra emotional fuel on my fire,
which is enough to get me out of bed early and go for a
walk each day, whatever the weather. In return, I get
the gift of starting the day with more ideas, more energy
and in a more playful mood after spending time with my
friend.
As a leader, I know that we all need levers to help us
emotionally engage and give us the push we need
towards results.
• Clear targets and action plans.
• Experiences that engage enthusiasm and
understanding for a project.
• Review meetings and update presentations.
• Regular feedback and support to overcome
blocks to progress.
• Rewards and acknowledgement from taking
action.
As a business owner and mentor, besides holding
others accountable for their results, I also personally
invest in someone with the strict brief to support and
challenge my plans and monthly actions. This friendly
pressure works and the results in performance speak
for themselves. These experiences have even led to a
book ‘The Power To Get Things Done (Whether You
Feel Like It Or Not)’ published by Penguin Random
House New York in December 2015.
- Chris Cooper
(2) BEN
helps Barbara overcome her fear
I'm not scared of many things but I did grow up with an
irrational phobia about dogs following an unfortunate
accident with one as a child. Fast forward to adulthood
and I have established a career in financial services in
which I revel in the many and varied challenges and
opportunities that senior leadership brings. Yet I still
harbour that irrational fear of dogs – small ones,
medium sized ones, large ones it makes no difference.
Year after year my husband tried to convince me to get
a puppy and I adamantly refused. That all changed
when we bought this little bundle of white joy having
travelled many miles from home in search of the right
breeder. The journey to pick him up was awful because
I was so afraid and, to this day, my husband vows he
had no idea how bad I felt as I managed to portray a
calm approach. We purchased the beautiful puppy that
had chosen us but I was still terrified of him.
In my career I take calculated risks every day and
encourage, coach and influence others to do the same.
It was now time to do this for myself and face my fears.
I knew deep down that it would be difficult but focused
on the end game and accepted that it would be well
worth the risk. Four years later, I have conquered my
fear and have benefitted greatly, both in my personal
and professional life.
I honestly feel that overcoming my fear of dogs means I
can face fresh and exciting challenges I would have
turned down in the past. I now actively seek more
stretching opportunities for myself and for my team. My
relationship building and influencing skills have
benefitted enormously too as I translate the learning
from my interaction with my stubborn, lovable, loyal
best friend Ben.
Ben has been the catalyst for many more decisions in
my life. I am confident that by overcoming such a
significant fear and reaping the rewards that my
leadership style has been enhanced. For example, I am
deeply passionate about helping others and one of my
favourite charities benefitted from my fresh outlook
when I embarked on a tandem sky dive to raise
significant funds for them.
- Barbara Brown
(3) ARCHIE
encourages Dave to practise mindful leadership
Working with leaders on raising performance and
wellbeing has illustrated how easy it is for us to fall into
a form of time travel when it comes to leading. We
spend so much time reviewing the past, learning
lessons and focusing on future goals and outcomes
that it is often easy to forget the here and now. The
importance of being present to opportunity, spotting
obstacles and issues as they arise here and now can
be critical. As can simply, enjoying the ride that
business, work and life takes us on.
I have always found myself particularly prone to the “it
will be better when …” approach and that’s where
Archie comes in. At nine years old, Archie is a sprightly
Border Terrier and, like all dogs, he is completely in the
moment. There is no past, except when dreaming, or
future, unless it happens to be a dog treat poised
tantalizingly above his head. I simply don’t get away
with any of this past or future nonsense when Archie is
about! My head may be buried in some research, or I
may be working on some workshop preparation, but
does he care? Of course not – when it is time for his
walk, he’s there, giving me that look that only fellow dog
owners can relate to – that insistent, pleading look. So I
relent, put aside my work, grab a coat, hat and lead and
we head out the door. I am initially a little distracted
because my head is still in the world of work, but, as we
move further from home, and closer to nature, I forget
work and start to soak up the world around me – the
wind, rain, ground, trees, river – and it is then that I get
things back into perspective.
I love my work. I love what I do. I could spend all day,
every day, doing it. But I know it isn’t everything and I
know too that these short walks and ‘time-outs’ allow
me to disconnect my rational thinking for a little while
and allow my creative side to engage. I return from our
walk refreshed with new ideas, a renewed sense of
focus and a feeling of having de-cluttered my mind. As
a result, I return to my work more mindful and present
and am more open to opportunities.
Every leader needs to find a way to switch off and let
themselves be open to the possibilities of the ‘here and
now’ whilst remaining mindful of past performance and
future goals. Archie helps me do this and keeps me
grounded in the practice of mindful leadership.
- Dave Algeo
(4) BO
shows Greg the importance of giving him space
My dog Bo is a pretty good guy! He’s a Dalmatian cross
collie that likes to be off the lead as much as possible,
which tends to work well away from the roads. Like
every other dog, regular walks and human interaction is
important.
The mission for every dog walk is clear:
1. Use the poo bag
2. Get some exercise
3. Have some fun
Bo is well trained and will sit and heel when asked,
however if he sees another dog off the lead he will drop
his head – a sign that he’s about to do something he
shouldn’t – and slowly creep away from my side before
pelting flat out to meet his new canine friend.
Why does a well-trained dog find it difficult, or in some
cases impossible, to follow his leader’s agreed rules
and ignore every word and whistle? He tends to know
which dogs to do this with instinctively and it typically
ends up with two happy dogs wagging their tails and
bouncing around as if to say “it is OK to ignore your
human because this new found canine friend is
obviously no trouble.” The fact is that, after the event,
both the owners are smiling as their dogs play and
have fun regardless of how many orders, rules and
regulations have been totally ignored. The exception to
this was the occasion when Bo met a fluffy white
Yorkshire Terrier (aptly named Sherbet) and decided to
demonstrate how to run through muddy puddles. Bo,
Sherbet and I were fine about it and found the whole
experience rather funny … I’m not sure Sherbet’s
owner was that pleased at the end result since Sherbet
had just come from a recent, and not cheap, trip to the
doggy parlour!
Owning a dog involves a lot of management skills
because it is a ‘do as I say’ relationship with no
compromise. So is there some scope for a relationship
with a bit more leadership than management?
Here is an example of what I have learned from Bo.
Leaders need to create an environment where their
team can deliver their goals through leadership
behaviours. Bo is instinctive and will often make the
decision regardless of my direction. As a leader, allow
your team to be instinctive because some individuals
need the space to slowly creep away from directional
management and pelt flat out to meet their goals by
making their own decisions (just like Bo). Human
interaction is important to your team, have regular
meetings, make it fun and have positive coaching
conversations around mistakes. You may even deliver
your goals quicker if your team have a positive
environment that encourages them to ask for
forgiveness not permission. Bo reckons it’s much more
fun if nothing else!
- Greg Robson
(5) TUNKASILA
teaches Isla about the importance of trust
Being an animal behaviourist, who actually intended to
spend a life working in conservation, I have always
considered every dog that I meet as a living biological
organism and, as such, developed an understanding of
how to help the well-being of a dog.
I have studied hard, read many a book and taken every
opportunity to observe the physical interactions and
practical training of a dog. However, nothing could give
me better experience and expertise in what qualities I
need to be an effective speaker, leader and role model
for both humans and animals than my own four dogs.
Of these four, there is one who stands out. Not
because she is my favourite (you can’t have favourites)
but because, simply, of who she is, what she has been
exposed to and how she continues to interact with her
world. To Tunkasila, trust is of vital importance and, as
such, she views every person as an individual.
Tunkasila expects a lot but is very loyal, loving and
caring to those who have shown their trust. For this
reason, I would say that she has taught me the quality
of trust in my ability to be an effective leader. This
means that I am open and honest, providing a
welcoming arm for anyone that requires it.
The value of trust I have learned from my dog means
that I consider each person that I meet as an individual,
who has his or her own individual needs, limitations and
expectations. No-one is the same and I have learned to
appreciate this with everyone that I meet, whether
human or animal. Adopting such a principle has made
me a calmer and more considerate person who
identifies the qualities in everyone and enjoys making
others feel good about themselves and their well-being.
To me, a dog that does not trust is stressed, anxious
and wary. It wastes vital energy on fear, doubt and
existence, not enjoying life and what it has to offer.
Does this not also happen to humans? The need for
trust in my dog has taught me a vital leadership lesson
– to not tar everyone with the same brush.
What happens when people do not earn or respect
Tunkasila’s trust? She still views every person as an
individual but, with the ones she is wary of, she simply
spends as little time as possible interacting with them.
Her energy is spent on much better, positive and fun
things. I think we can all learn a lesson from that!
- Dr Isla Fishburn
(6) OLLIE
reminds James of the power of belief
I know what it is to be a dog! Truly I do. Over twenty
years of military service will leave you with those types
of experiences. I have been barked at, chewed on and
patted on the head. I’ve been groomed, fed and
frequently walked. In the latter half my army career I
retrained as a specialist support worker, plying my
trade at various military locations including the Royal
Centre for Defence Medicine at the former Selly Oak
Hospital in Birmingham, where I experienced the
visceral effects of war.
The hospital shared much in common with any dog
rescue facility. Each wounded soul given their own
space to lay and lick wounds. Some would be pleased
by a visit, while others would quietly seethe with
envious eyes at those who had fared better during their
life changing meeting with explosive device or bullet.
Each day they were cleaned, exercised and fed while
their futures were considered and planned for, with
those who would give them the love and support
needed to thrive.
The British military’s recruitment policy meant that there
were a variety of breeds on show within the hospital.
Everything from Yorkshire Terriers to Irish Wolf
Hounds, Rhodesian Ridgebacks to Australian Dingo’s;;
and all had been scarred by a hungry Afghan Hound.
Yet despite such diversity, there existed common traits
among this pack. All enjoyed treats, strokes and tickles.
All snarled when weaker members were exposed and
vulnerable. A dog’s absolute loyalty, bravery and
unerring commitment were forever present – traits I see
reinforced every day in my own dog, Ollie.
Another shared trait was that of ‘bouncebackability’.
Despite injuries including amputations, head trauma
and acute burns, most were able to maintain an
optimistic view of the world and themselves. This
ideology did not only enable swifter psychological
recovery. Those that continued to feel optimism, self-
worth and love also healed physically at a rate far
superior to those who became stuck in the misery mire.
It was clear that thoughts and emotions influenced
physiology according to their polarity.
This is a lesson that I have taken forward to underpin
the philosophy of the training I now deliver to leaders of
teams, leaders of departments and, more importantly,
leaders of self. Belief in one’s self is the very bedrock of
leadership and actualised self-existence. Belief
inspires, motivates and guides those who hold it. Belief
lifts others, raises standards and creates aspiration. It
heals minds, limbs and social wounds.
- James Winsor
(7) JASPER
shows Nevil how to communicate clearly
Jasper was a rescue dog and, if I am honest, not quite
the dog we set out to get. We felt a little under pressure
to say yes once we had seen him at the rescue home.
It was unexpected to get him as quickly but, looking
back over the last 12 years, it was definitely one of our
better decisions.
What Jasper is really great at is communication. He
knows what he wants and needs and will help you to
help him to get it – feeding – walking – going in the
garden – a treat. He does this in a range of different
ways to ensure he gives you clarity as to what in
particular he wants.
His general approach is to squeak a little, whine a low
whine, then introduces a part low friendly growl that
often evolves into an extended yawn. He accompanies
this with a small amount of bouncing up and down on
his front paws (less of this now as he is getting a little
older). The latter creates a great cacophony of claws on
wooden floors that resonates through an open plan
living area! All of these tactics are to ensure he has our
attention. He then moves to a detailed description of
what it exactly is that he wants.
For food … he will stare at the cupboard where his food
is kept. The door might be open the tiniest bit, if so he
will prise it open to get your attention. If this fails he can
firmly push the door up against it hinges so it bangs a
little and creates a draught as he does it. He reinforces
this message by staring intently into his food bowl …
just to make sure nothing has miraculously appearead.
Take me out … to ensure we are clear on what he
needs, he simply continues the standard
communication but dances this in the general direction
of the back door (through which the garden and long
walks exist).
I need a treat … this is generally around 7pm in the
evening. The tactics are very similar to his previous
approach but, as he prefers his treats to his regular
food, he will generally go about this communication in a
more vigorous way.
All of this communication ensures we know what
Jasper wants, both generally and specifically. He
adapts his approach accordingly and we have learned
to interpret and understand his techniques.
As a leader in a thriving business, what have I learned
about communication from Jasper? Notice that I have
relinquished the leadership role for communications to
him!
• Be absolutely clear about what you want.
• Communicate this with clarity.
• Use a range of techniques to ensure the right
message gets across.
- Nevil Tynemouth
(8) SMUDGE & COWBOY
keep Steve on his toes with their contrasting pace
I have not one, but two AMAZING dogs;; they are a
brilliant combination. On the one hand I have Smudge a
mongrel (mixed breed is the polite term) who was born
in an animal sanctuary. On the other hand I have
BrokenDawn Still Waters (a.k.a. Cowboy to you and
me) a fully registered pedigree American Akita.
The interesting thing for me is because I have two dogs
I get to compare and contrast their traits in a way I
couldn't with only one. For example, Smudge has two
speeds "Fast" and "Hyper". On the other hand Cowboy
tends to operate in either "Slow" or "Stop" mode.
Smudge can often be seen zooming around the edge of
the garden in large circles, whilst Cowboy happily sits
and watches her;; at most turning his head to keep her
in sight.
The contrast doesn't end there. Smudge is a highly
excitable dog who simply oozes energy. If you are
stressed or anxious, she will pick up on it and amplify it
back at you, just when you don't need it! When I'm
training Smudge I have to be constantly aware that I
need to get and keep her as calm as possible so she
can focus on the task at hand.
Then there's Cowboy. It's fair to say that he's an
observer of the world around him. He likes to take his
time and really make sure he wants to do something
before he does it. If you want Cowboy to get excited
you have to jump up and down, make loud and unusual
noises and generally over amplify the way you're
feeling.
So I have a real Yin and Yang situation. One dog you
have to draw energy out of and the other that you have
to put energy into!
Isn't that often the position we find ourselves in as
leaders? We have to apply different strategies to get
the best out of different INDIVIDUALS. What works for
one of our team might not work for others. Some
people are motivated by gain whilst others are
motivated by fear of loss.
Having Smudge and Cowboy in my life gives me a very
real example of this. If I get it wrong they give me
immediate and direct feedback. For example, Smudge
will get even more hyper and even get a little out of
control. Or Cowboy will simply lie there and watch me
as I jump up and down waving my arms, not putting in
enough of the right sort of energy to get him excited
enough to actually stand up.
In our roles leading people we're not always so lucky.
Not everybody tells you when you've got it wrong the
way Smudge and Cowboy do. So having them around
is a constant reminder for me that one approach
doesn't fit everybody. To get the best out of my team I
have to see them as individuals with individual needs
and desires. It doesn't mean I get it right every time,
nobody does … but at least it reminds me to try.
- Steve Houghton-Burnett
(9) MAVIS
teaches Rebecca to forgive and let go
Mavis came into my life overnight;; I met her the day
she arrived at a rescue centre with severe hip
problems, she could barely walk and was clearly
frightened. She’d been taken to a vet to be put to sleep
and thankfully, for both of us, the vet sent her to a
rescue. I fell in love on the spot and didn’t hesitate to
foster her, though I knew there was no way she was not
staying with me. I took her home, to my husband’s
surprise and the very next day adopted her.
Mavis had clearly had a tough life;; she had been used
as a breeding machine, she had severe hip dysplasia
and was in pain, plus she had almost died in her last
litter. Sadly she lost the litter and that was the end of
her breeding use. She would be forgiven for not liking
humans;; to date they had let her down yet despite this
and her obvious fear she showed nothing but love and
affection. She focused on the present and although
cautious she trusted. Together we worked on
strengthening her physically and she became a very
much adored dog.
Mavis showed me how to forgive, through watching and
working with her I realised that she didn’t hold on to the
past and the things that had happened but instead
focused on what was happening now. I had to learn
how to do the same, let go of the bad, use it as learning
and move on.
As a leader I work with many people who are holding
onto bitterness and the past, this stops them from
moving on and they often get trapped whilst the people
who did them wrong move on. This realisation shaped
me as a leader, I learned from Mavis to take on
experiences as just that: experiences and not let them
define who I am. I worked hard to forgive a bad
experience of bullying in the workplace and focused on
helping others prevent this in their companies, through
compassionate leadership.
Prehaps most importantly, I learned how to be a leader
in my own life. On the 23rd January 2014, when I was
told I had Multiple Sclerosis, I realised that it doesn’t
define me and found the strength to share my story on
the TEDx stage. Without Mavis being part of my life I
may have had a very different reaction …
- Rebecca Armstrong
(10) DARCEY
keeps Simon present, focused and attentive
When I observe my Great Dane Darcey going about
her day to day life I have noticed that whatever she is
doing she gives it her full attention.
When she is playing with her ball in the garden she
focuses 100% on playing with her ball. When she is
chewing a bone she focuses 100% on chewing her
bone. When she is eating she focuses 100% on eating.
When she is relaxing and sleeping (which she does
rather a lot of) she focuses 100% on that. When she is
chasing squirrels in the woods she focuses 100% on
chasing squirrels, and despite (thankfully) never
catching one, she continues to give this task 100%
focus too! Darcey is fully present, focussed and
attentive to whatever she is doing.
I have observed that this focus and attention is a
characteristic of the highly successful senior leaders
that I have worked with over the years. When I first
started working at board level I noticed that the leaders
would lock onto a topic and focus fully upon it. When it
was time to move on they would transfer all of their
focus and attention onto the new topic.
I believe that in order to cope with the complexity,
ambiguity and paradox that senior leaders face they
need to develop this laser like focus as a way of dealing
successfully with the demands placed upon them.
Without it they would no doubt become overwhelmed
and become ineffective in their decision making.
I have also observed this same focussed attention in
the way that they deal with their people. They give their
people 100% attention and focus when they are with
them. Despite the great demands placed upon them,
they do not bring these distractions into the interactions
they have with their people, and are present for them
completely.
One manager described the 1:1 meetings he had with a
senior leader I admired very much in this way, “When
you are having a meeting with him, he pays such close
attention to what you are saying that it feels as though
you are the only two people in the world.”
If you truly value your people be present, focussed and
attentive. People notice the difference between leaders
who truly value them in this way and those who do not.
- Simon Hazeldine
(11) FREDDIE
shows Tiffany that size is no barrier to success
Freddie is not a small dog. He’s a sight hound (i.e. a
dog that chases anything in sight) from Battersea Dogs’
Home, and he stands hip-high to me.
Compared to a horse, a helicopter or a jumbo jet,
though, Freddie is tiny … thoroughly out-ranked, you
might say. The thing is – I’m not sure Freddie knows
this. He certainly refuses to let his relative size prevent
him from standing up for what he believes in (our
family, his home, dog treats).
Thanks to Freddie, our home remains unscathed by
passing jumbo jets. His furious air-defence woofing has
kept our garden mercifully free of aircraft, not to
mention motorcycles, horses and passing dogs.
Freddie does not cower before a bigger or more
powerful opponent, but forces them to deal with him as
he is, full of life, energy and determination.
What has this taught me about business? I generally
refrain from shouting at passing aircraft (unless I’ve had
a really bad day). But I am inspired to stand up for what
I believe in, regardless of the size of the opposition.
As a professional negotiator, I meet counterparties
whose businesses are ten, a hundred, a thousand
times the size of my client’s firm. Often those
counterparties expect my client to accept unreasonable
levels of risk, out of proportion to the potential gains.
This is not uncommon. Smaller businesses are often
intimidated by their jumbo-sized customers, believing
they have to ‘roll over’ and accept the terms put in front
of them, or risk losing the business.
Freddie says otherwise. He knows you can stand up to
the big boys and still (with a wag and a cheekily cocked
ear) persuade them to rub your tummy. They’ll have a
healthy respect for you, knowing that they can’t take
advantage of you simply on the grounds of your relative
size.
In leadership, we seek to inspire those we lead to
achieve more than they thought they could. We seek to
show them that size is no barrier to success. We seek
to support and encourage, guiding and coaching them
to push through their self-created boundaries. Chasing
aircraft? Maybe that’s not part of your leadership
development programme, but giving your team
members the confidence to stand square and be
assessed on the quality of their logic, their skills and
their relationships, rather than the size of your business
… that’s worth considering.
- Tiffany Kemp
(12) ALFIE
helps Mike learn more about his himself
I have a Golden Retriever called Alfie and I learn more
from him about my leadership every day.
I believe there is a process, called leadership, which is
about creating a vision and developing and
implementing the vision in the context of leading. It is a
process that is in line with a business or personal
process depending on the context you are considering.
In addition, there is a leadership style, which is how you
interact with people at different stages in this leadership
process.
The ultimate is authentic leadership. In authentic
leadership you are asking – what are my inner drives,
my values, my preferred and natural way of doing
things? This is where Alfie has taught me the most
lessons by helping me to understand myself.
Alfie and I walk in the beautiful North Yorkshire Moors
where he has the freedom to run wild. I have to
anticipate where there are dangers because he is a
young male, which means he can become aggressive
with certain dogs at times, particularly female dogs.
Anticipating what Alfie will do, what the other dogs will
do, and how their owners will react extends my ability to
anticipate and read the situation each day. This is a key
skill that transfers into my life as a leader with my
clients – how are they going to react and respond as I
work with them to understand the need to change their
behaviour if they want to become better managers and
leaders in their organisations?
Alfie also teaches me resilience. At times when I am
down, on my own, and contemplating the darker side of
life, he intuitively knows when these occasions are
upon me and will cuddle up or nudge me to suggest we
got for a walk. He is my partner in my leadership
journey and deepens my understanding of myself every
single day.
- Mike Smith
(13) CHILLI
shows Joss some leadership strategies
I have to admit to being a career ‘cat person’ but three
dogs have found their way into my life at various times
the latest, Chilli the red & white border collie adopted
from a local shelter just over a year ago.
The current cats - in – residence, initially horrified, treat
with disdain this large excitable animal that doesn’t
share their propensity to remain aloof and calm in all
situations.
As the director of my own business, my leadership style
over the past decade has had two strands. First, I have
taken responsibility for certain things myself and
haven’t delegated, when perhaps I should. Second
within the business day to day has generally seen me
‘in the pack’ putting in time and effort to show my
colleagues that I am prepared to share the work. I have
led by example rather than imposing a more dictatorial
style, but to quote Dwight D. Eisenhower: “Leadership
is the art of getting someone else to do something you
want done because he wants to do it.”
Chilli the dog is fortunate in that he now comes to work
every day - to the delight of my colleagues and our
clients - and in a few short months he has come to
manage us all very well. He has learned how to make
sad eyes to maximise his treats, to whom he should
offer a paw to get taken for a walk, and whose leg he
should nudge to be given an absent minded scratch by
someone contemplating their keyboard. The dog has
become a great leader according to Dwight’s definition,
getting done what he wants done by people happy to
do it – all without saying a word;; it’s all in his behaviour.
That set me thinking … I have adopted and adapted
Chilli’s strategy in my own leadership role. Rather than
‘mucking in’ all the time or feeling that I must do
something myself to make sure it’s right, I think how I
might pass a task to someone else perfectly capable of
doing it, with reference to their individual strengths.
As an example, I no longer personally greet my clients.
I have a chatty colleague with a sunny disposition who
does a great job of settling folks in with a cuppa in their
hands before our meeting. She enjoys putting faces to
the names that she knows from our computer systems
and our clients get to meet another member of our
team.
I now just need to perfect the art of getting my
colleagues to pass me some treats!
- Joss Harwood
(14) OLLIE
reminds Richard to give some recognition
"Aaaaaaaaaargh"..... is the correct sound to make as a
28Kg chocolate lab called Ollie, launches himself next
to you on the sofa, and knocks your coffee onto the
iPad. "Mmhhhmmmhhhhhhmmm"..... (a kind of
vibrating, pursed lip shudder) is the noise you try to not
make when the pooch starts to nibble and 'huff' in your
ear, as you sit trying to send an email whilst you
attempt to ignore him.
It is difficult to ignore a dog. Especially when at least
one of the above happens. Or when he begins to wag
his tail frenetically and 'woof'. Or when he catches your
eye, does that 'raising' of the one eyebrow thing, ears
all floppy and puppy like, and looks at you as if there's
nothing else in the Universe that's suddenly more
interesting.
What a bloody pain, when you want to finish a bit of
planning for the lessons you are teaching next week!
However, nothing, but nothing, is as bad as if you don't
respond;; if you don't give him a little attention (you are
his world after all). Shredded wood on the carpet is not
funny and I didn't laugh hysterically when he started
eating my books. But this is my fault because I am his
'leader'. He needs recognition, he needs some love, he
needs some of my time, he needs to be told he is a
'good boy' – though not necessarily straight after he's
eaten Harry Potter!
Do you see where I'm going with this … really?
Because having a dog, and having to cope with all this,
made me reflect upon what I 'do' as a 'leader'.
Translating this into my work, it suddenly made a little
sense why Miss X (not her real name) was
photocopying loads but not making the changes I had
asked, or why Mrs Y was still 'not' keeping her work
area tidy and why nobody seemed to care about
completing the 'job list' I gave them last month. They
just needed a little more attention;; a bit of praise, some
recognition, and some time. They didn't need to have
me ignoring them in favour of writing that last email, the
last batch of marking assignments or putting the
finishing touches to that bit of planning.
So now, whenever a work colleague comes to chat, I
push aside the keyboard and give them some
undivided attention. Now I make some time to go and
see them in their workplace and find something nice to
tell them. Last month’s 'job list' is all completed now.
They just needed some time from me to ask them
about it personally instead of a faceless group email.
Miss X though is still copying too much, though Mrs Y is
taking a little more pride in where she works.
Ollie gets a bit more time too ... but only if he hasn't
been eating horse poo. Luckily, nobody at work eats
horse poo so that’s one less problem to think about!
- Richard Oren
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