To unlock your leadership greatness, you must start from the premise that greatness exists within you. Greatness is an infinite potential to reflect a significant purpose. It is not arrogance of superiority, but rather a hunger to live a life of meaning. As humans, we are intrinsically drawn to excellence and, when we are separated from it, we crave to re-establish contact. Access and exposure to this reservoir of experiences and expertise will enable you to lead yourself and others to a better future.

Leadership is an integral part of our lives and is instrumental in achieving results that represent success. Experts discuss the need to include diversity and inclusion as a part of training, rather than as a standalone program. Effective leadership, incorporating individual distinctions, will enable you to instinctively make decisions that include everyone. You will capitalize on the talents, ideas, and contributions of the team as well as every individual to improve innovation and decision-making.

The climate you have has a profound effect on your results. Some experts believe 30% of your financial results (profits and revenue) can be directly related to organizational climate. Climate can impact employee engagement levels, which also influence results.

The climate/culture you create can be seen through the acronym OASIS. OASIS = Open and Share Ideas Safely. The climate must be a place where people are in a safe place to state how they feel and how they can help you and the company excel and meet personal objectives and the needs of clients.

It was Friday of my first week as the Senior Director of Diversity and Work/Life Effectiveness, after nearly thirty years of sales, marketing, and training experience. I was called to a meeting of our Research & Development Department. It was an actual meeting with people participating across the world as a video conference and a teleconference. At one point in their discussion of the eight questions from the Employee Survey related to diversity, one of the directors turned to me. “Orlando, since you are the worldwide expert of diversity, what do you think we should do?”

“Thank you very much,” I responded. “Since I am the worldwide expert as of Monday, let me speak to you from my depth of experience. One of the questions asks, ‘Are you afraid to state what’s on your mind without fear of reprisal?’ The last survey result gave an average response of 64%, this year’s survey came in at 66%. I will not talk to you about the statistical significance of going from 64% to 66%, but what I will tell you is that one-third of your people are afraid to state what is on their minds. We recently lost four drugs in late-stage development, after a tremendous financial investment. Somebody knew they had problems. Either they were too afraid to state what was on their minds, or they spoke their minds and they were ignored. We will need the next great drug to be successful. Who’s to say that the success of that next great drug does not reside in the minds of the one-third who are too afraid to speak?” As a leader, you must get the best out of your people, and one way is to encourage candid discussions and establish an environment that rewards and encourages this philosophy. Remember you are all on the same team and want the same level of success.

There is a leadership continuum showing the correlation between values, beliefs, and results. Values influence personal expectations and the expectations you and the organization have for your direct reports. There is a certain behavior we infuse within our culture. Those who comply are seen as successful, and the outliers are reformed or replaced. Fifty to seventy percent of the variance in organizational climate can be attributed to differences in leadership style.

There is a burning desire, a hunger that exists within you; a turbulence stirring inside indicative of a need to be satisfied. This yearning to live a life of purpose asks you to find and fulfill your reason to achieve a goal. So, you are programmed to make an impact, not merely a faint impression, but a bold imprint. To be successful, there are keys or success factors at your disposal.

There is an open debate on which keys are the most beneficial to unlock the vault. However, this vault of potential energy will transform your life. It will not require voice recognition software, retinal scans, reading a thumbprint, or facial analysis to get inside and use its contents. In one of my favorite childhood stories, the hero would always say, “Open Sesame” to open the side of the mountain that was filled with unlimited treasure. In this book, you will review ten keys to unlock your leadership greatness. These practical strategies and their tactics are designed to give you Action-Oriented Knowledge (AOK).

The ten keys evolved from over three decades of experience in observing and developing Impact Players. The term Impact Players is common in professional sports and is applicable to academic, business, and community performance. Impact Players are the game changers, the difference makers, the catalysts who change the direction of the game and the performance of their peers and the competition. By their very presence, they accelerate and elevate performance to a higher level. People are wired to become Impact Players. The traits of these high achievers are similar to the traits we wish to unlock in each of us to reach our maximum effectiveness. Tapping into this power will enable you to unlock your leadership greatness.

To unlock leadership greatness, discard and disregard the debate of whether great leaders are born or made. Walk away from conversations that argue whether nature or nurture shapes the greatness of a leader. William Shakespeare said, “Be not afraid of greatness; some are born great, some achieve greatness, and others have greatness thrust upon them.” Martin Luther King, Jr. said, “Everyone can be great, because everyone can serve.” The ten keys to unlock your leadership greatness embody these quotations.

We define our infinite potential as our inherent leadership greatness. You will utilize your skills to focus on the benefits, remove the barriers, and experience the breakthroughs or “Aha’s,” as you discover the treasury of enriched potential within you. Jules Verne, in his book Journey to the Center of the Earth,” imagined wonders and adventures” on an expedition going beneath the Earth’s surface. You will encounter such a stimulating journey as you delve into unlocking your leadership greatness.

DEI Essentials

May 2, 2025 ~ Orlando Ceaser

Profitable Possibilities

DEI Essentials

DEI stands for Diversity, Equity, and Inclusion, but there are many positive variations on these words that express the intent of the strategy and tactics for everyone.

DEI is the code of discovery that can unlock new paradigms of potential, imagination, and innovation. People think of DEI as separate from meritocracy, however, fairness would suggest that equity is essential when measuring and rewarding performance. DEI Essentials is a phrase to describe the necessary and seldom considered attributes associated with diversity, equity, and inclusion. These positive expectations and ancillary benefits are constructive. When DEI Essentials are present, there is synergy formed with the interaction of diverse and creative exchanges. They affect us on a personal and business level, enhancing decision-making, problem-solving solving and innovation. It is imperative to isolate and identify these assets to engage minds and develop better solutions.

DEI Essentials extract the best from everyone, creating a climate where dignity, respect, empathy, cooperation, and compassion are natural values. The results are a coordination of resources and ideas that lead to innovation and successful interactions. As we encourage fairness, involvement, and ingenuity, we set up an inclusive environment where people care and share, and dare to declare their greatness through strengthening relationships. We must maintain the desire to build relationships and cooperation, for they are critical to success.

“Diversity, equity, and inclusion

Must endure the chaos and confusion;

And emphasize positive potential,

And focus on DEI Essentials.”

Orlando Ceaser

DEI Essentials are necessary components if we want to achieve the ultimate state of effectiveness. They contain bedrock values and are the cornerstone of a thriving enterprise. They allow us to continuously push the envelope to greater frontiers. It is built on open representation, equal access to opportunity, and stimulating contributions to ensure people bring their best talent and ideas to the table. We are tapping into reservoirs of potential and possibilities.

Diversity Essentials

Diversity Essentials are characteristics that manifest our uniqueness, variety, distinctiveness, and perspectives. We developed our character through education, culture, exposure, experiences, and expertise. Diversity Essentials comprises the ways we are different, including the visible and invisible, seen and unseen. It captures the different generations and their interests. Baby Boomers are eliciting the talent and genius of Generation X, Millennials, and Gen-Z. It is an invitation to all people and ideas.

When we look at a definition of diversity, everyone should see themselves in it. We may be altruistic to a certain extent, but we need to see ourselves featured to feel as if we belong; for inclusion is a natural desire.

More of the distinctions and descriptions that describe how we are or how we feel are as follows.

Ability status, age, background, citizenship status, class, culture, development stage, educational level, ethnicity, extroversion, family status, function, gender, generation, immigration status, introversion, language, leadership styles, learning styles, life experiences, life styles, love languages, mindsets, national origin, organizational levels, other, outsider, personality types, physical attributes, political affiliation, race, regional origin, religious beliefs, sexual orientation, socio-economic status, spirituality, thinking and working styles.

Diversity Essentials are strategic business decisions that ensure that company personnel and representation reflect the customer base, community, and availability of talent. They are spontaneous revelations that believe in Win/Win situations. Diversity is more than race and gender. It is not a monster or the boogeyman to cause fear and loathing. It wants us to cultivate our abilities for the widespread improvement of projects, people, teams, countries, and the planet. Where it is practiced, organizations thrive financially in a robust culture of cooperation and innovation. Joel Barker, a Futurist who popularized paradigms and paradigm shifts, said, “Societies and organizations that most creatively incorporate diversity will reap the rewards of innovation, growth, wealth, and progress.” He also said many innovations are attributed to the outsider because they bring diverse perspectives to an opportunity.

Diversity Essentials recognizes our special nature and characteristics. We benefit extensively from the fortuitous value of working together and learning from each other.

Diversity Essentials harmonize these traits in an environment of acceptance and belonging, which allows each individual to be free, fulfilled, and fruitful.

Equity Essentials

Equity Essentials cultivates respect for fairness and the potential to be treated fairly to reach our potential to express our greatness with unfettered access to opportunity. There is an expectation of excellence. Meritocracy is a key component because the organization cannot function successfully unless it is staffed appropriately with hard-working, highly skilled employees.

Equity Essentials must be established and verifiable to potential and current employees, as well as investors. Equity Essentials assures us that we are attractive to top talent. People are attracted to places where sound, enforceable policies are in place. They wanted to be treated fairly in a setting of equal opportunity. Employee reaction should be validated in company surveys and individual conversations. People do not feel they have an equal opportunity where favoritism and nepotism run rampant without leadership emphasizing fairness. It is one thing to have written policies against favoritism and nepotism, but if they are not enforced, they are meaningless.

Equity Essentials provides feedback on micro-inequities, bias, acceptance of generations, and increasing engagement levels. They educate us and improve our awareness of anomalies that are barriers to high performance. Integrity is an integral part of our operations, and we must elevate and celebrate core values that reflect who we are and want to become.

Inclusion Essentials

Inclusion Essentials are premeditated acts to involve others. We are pieces to puzzles and may contain missing perspectives and ideas for concepts, programs, and problems. We may have what is needed for the evolution, development, and growth of our peers or mankind in general. We cannot afford to isolate individuals who may hold the keys to our success.

Inclusion Essentials may manifest as practices, rules, and regulations that establish a climate of access and full participation. People want to be accepted in an environment of authenticity where they genuinely belong. When people know that they are valued and aligned with high expectations, in a caring group, they will not want to disappoint us. When we hold them accountable and solicit their contributions, they will stand up and stand out. There is joy in being part of something larger than each individual. They will bask in the association of being connected to fulfilling and worthwhile work.

DEI Essentials flourish, as it nourishes inquiry, constructive relationships that lead to better coordination, problem solving, and reduced conflict.

DEI Essentials promote a level playing field where individual talent and effort are encouraged and rewarded. People willingly release energy and discretionary effort as they engage in excellence and are committed to a cause greater than themselves.

DEI vs VEI – “Variety is the Spice of Life, Imagination, and Innovation”

November 15, 2024 ~ Orlando Ceaser

DEI is a strategy to alter the climate in the workplace, build company culture, and capitalize on different talents and perspectives. It reflects customers’ makeup and ensures that many groups are represented. DEI is also necessary to ensure that organizations have a workforce that meets their staffing needs. However, despite its intent and documented positive results, DEI is controversial. Many believe that when DEI is implemented correctly, it is effective and has company and employee benefits.

The word diversity is primarily linked to affirmative action and reverse discrimination. Diversity is more than race and gender, but some people fail to see this. DEI applies to many valuable attributes and creates an environment where innovation can enhance teamwork and improve company culture. Equity and inclusion should be human rights. A successfully implemented DEI strategy in your culture is a win-win proposition. Additionally, it helps employers staff organizations today and in the future.

The variety among members of our species is visible and invisible. We have idiosyncrasies, peculiarities, and eccentricities that make us stand out from our peers. People should realize that their uniqueness is not a weakness, but a viable asset. DEI allows this to happen.

Consider the following kaleidoscope of values that highlights our differences. Everyone should see themselves in multiple words in the definition. When this is observed, it is not seen as a special program only for particular groups of individuals. Additionally, one does not feel left out and excluded.

Despite challenges to DEI, many organizations have remained steadfast in their commitment because they have seen the business transforming power of DEI. However, others have removed their support, due to pressure and negative impact on business. For example, consider the situation with Bud Light sales when a boycott was engineered after a social media post featuring a transgender actor. Bud Light went from number two to number three in sales and they had to shuffle company executives to distance themselves from the controversy.

Eliminating DEI programs prevents people from experiencing and benefitting from the fullness of DEI. Resistance to history, unconscious bias, micro-aggression, micro-inequities, and other diversity training are lost opportunities to better understand each other.

I propose the ‘V’ word, as a replacement for individuals confounded by the ‘D’ word. The principles present in DEI are valuable to all employees. We want to create an accepting, fair, inclusive, and belonging climate. Ultimately DEI can influence imagination and innovation. Variety should be used to accentuate our similarities and differences for growth and development.

Variety in the acronym may minimize controversy. I reworked the chart using variety as a neutral word for diversity while maintaining the highlights.

VEI addresses the advantages of our distinctiveness. We can enhance value by creating a positive company culture, where individuals and teams perform at a higher level.

Everyone has distinct qualities that make us unique. Variety as a replacement word may allow people to come to the table and use their various and sundry skills to bring out the best in everyone for the good of everyone in the enterprise. My premise is that substituting ‘Variety” for “Diversity” will help us achieve benefits for all employees.

The Literal Leader – 6 Steps to Authenticity

Featured ~ Orlando Ceaser

The Literal Leader – 6 Steps to Authenticity

I received a literal arts education from a liberal arts university. My coursework was well-rounded and included biology, chemistry, physics, and mathematics. I was schooled in the scientific method, with an emphasis on evidence-based decision-making. My communications classes taught me that clear messaging is important, and the value of unambiguous thought and speech. This mindset put me on the road of life to adopt a “what you see is what you get” leadership style. Literal leadership promotes straightforward and predictable behavior.

Literal leadership is not based on interpretation, translation, or guessing the leader’s intent or expectations. There are at least six guiding principles for authentic communication, leadership, and team effectiveness. They are as follows;

Clarity
Charity
Regularity
Parity
Hilarity
Solidarity

Literal leadership categories set the stage for transparency, authenticity, trust, and credibility.

Clarity

The Literal Leader provides clarity of vision, expectations, mission, goals, and feedback. They have a reputation for telling it as it is. They know that they stand for truth and development. They think about their words and search for a clear message. If they can think of two meanings to a request/command, they will rewrite or rethink it to search for one unambiguous message.

The Literal Leader also provides as much information as possible, to increase their followers’ understanding of their decision-making process. It would be malpractice to shield your team from information that could stimulate their growth and broaden their understanding. People know where they stand, even if it’s in quicksand. There is no speculation about expectations, with the Literal Leader.

Charity

The Literal Leader is kind, giving, and forgiving. They use empathy as part of their repertoire of requisite skills. They are servant leaders. They emulate the generosity that flows from a service-oriented mentality. Leading by example and being a positive role model is evidence of their servant leadership mentality. The Literal Leader is sharing, caring, and thriving by using their exposure, experience, and expertise to benefit others. It is within their very own to assist others in their development.

Regularity

The Literal Leader is the hallmark of consistency. When you need guidance, you can count on them to be dependable and predictable. Teams feel comfortable around them. There is only necessary drama. The Literal Leader has their back and will support them in everyday activities and planning their careers. The Literal Leader can be counted on to deliver according to their words and promises. They are predictable and will act on cue to retain the results consistent with your expectations. People can predict their actions and behavior, which makes them feel safe.

Parity

Parity in a high-performing team is the goal of a Literal Leader. Parity is where everyone exudes excellence and the average is synonymous with greatness. Bill Hybels, a famous author, and church leader, used to say that the speed of the leader determines the speed of the team. The Literal Leader knows that when everyone achieves an all-star level of development and execution, everybody wins.

The Literal Leader believes in celebrating difference through diversity, equity, and inclusion. They make people feel they belong. This also creates an environment for maximum productivity. They support equity and equality in the workplace. Parity speaks to treating people fairly with access to opportunity. They must exhibit competence, regardless of their gender and other distinctions. The Literal Leader knows the dangers of favoritism, nepotism, special treatment, and other behaviors denigrating morale and teamwork. Therefore, parity is linked with treaty personalities with equal respect to satisfy their needs.

Hilarity

There is a misunderstanding that it is inappropriate to have fun at work. Humor, in certain settings, is frowned upon as unprofessional. A manager told a story about his boss, who made the following statement; ‘judging from the laughter in the room when I arrived, I am convinced that the atmosphere was not professional.” He did not see the connection between laughter and leadership.

The Literal Leader knows that work can be stressful but finds ways to make it fun. They will mingle levity and pace, to create a healthy rhythm in the workplace. The Literal Leader can make work meaningful and enjoyable. People enjoy their jobs because they are in the right job that allows them to develop their skills and helps them consistently use their gifts. The environment is there for them. The Literal Leader knows the coordinates of their subordinates, so they can meet them where they are. They know that if it’s not fun it’s not fair. And if it is not fair it’s up to individuals to provide input and suggestions to make a change. Many employees work together and play together. A Gallup survey showed that one of the variables for engagement and retention was to have a best friend at work. A best friend is someone you can laugh with and provide levity to lighten the workload. They can be developed and found in the workplace.

The Literal Leader may be seen as a tough-minded leader with lofty standards. They may be described as firm, but fair, but they know how to have fun. The Literal Leader may approve team activities during and after work to allow people to get to know each other and to lighten the work atmosphere.

Solidarity

Solidarity is the glue that keeps the team together; where everyone works together for the sake of the group. It results from talented people, who receive feedback that reinforces their value to the organization and the team. People ask themselves the following question; Are my actions in alignment with the goals of my assigned responsibilities? They work as a team, with common interests, which grows commitment to a greater cause. This has a spillover effect as everyone wants everyone to succeed. It reminds me of the Three Musketeers and their chant of “all for one and one for all.”

Many colleges pride themselves in offering you a liberal arts education, not realizing that there is a literal arts component. Their coursework and environment create a foundation for the growth of Literal Leadership. Students inculcate these values not realizing that it is teaching them to think with clarity, charity, regularity, parity, hilarity, and solidarity. They are consciously and unconsciously on their way to developing the leadership profile of a Literal Leader.

The Circle of Sensibility

July 28, 2023 ~ Orlando Ceaser

Illustrate the movement from suspicious to synergy as we open and collaborate with others.

Human beings have an interesting way of responding when they encounter differences. Our reaction to the difference may range from civility to hostility. We’ve heard the story of women clutching their purses, and other physical manifestations of fear, irritation, or discomfort. These reactions may follow a pattern generated by unconscious bias.

Initially, we are suspicious of the presence of someone who fits our biases, stereotypes, negative stories, or prejudices. We may watch them intently and through facial expressions and other body language signals, let them know that we do not trust them.

Secondly, in the workplace, we are skeptical about collaborating comfortably with a new person in our department. We question their competence and the quality of their performance. We are reluctant to believe anything positive about them.

Thirdly, we may open our eyes and our minds and decide to be reasonable. We should approach the person in a sensible manner. This state of sensibility enables us to display wisdom, possibility, and the notion to give them a chance.

Fourthly, we become susceptible to opportunities to do something constructive. We realize that it may benefit everyone involved and set the stage for something uniquely beautiful. The more we learn about our coworkers the more we appreciate that we have more similarities in common. Our differences may be an opportunity to gain experience more about different segments of the population. We become richer, mutually, from the experience.

Fifthly, the collaboration will allow us to have successful interactions which are beneficial to change our mindset, which may cause us to discard the old ineffective preconception we harbored for so many years. Our relationship blossoms.

Lastly, we realize the full capacity of our potential to exceed expectations and thrive from the power and creativity of our new relationship. The synergy may release the talents in each of us, multiply our impact, and make us exceed our objectives. Locked in the preliminary stages of the Circle of Sensibility will hinder our achievement of greatness.

The Circle of Sensibility is a positive depiction of what we can do when we throw away the performance-limiting baggage of old mindsets and antiquated ideas. When we replace them with a worldview that allows us to capitalize on the diversity of our collective potential, we can make the world a better place. We can grow individually and collectively and fulfill the purpose that gives our life meaning.

OrlandoCeaser.com

WatchwellCommunications.com

What would Dr. Martin Luther King, Jr. Say?

January 6, 2023 ~ Orlando Ceaser

In fifty years since his death it would seem;
He’d have comments on the state of his dream.
What would Dr. Martin Luther King, Jr. say,
If he were present and alive today?
There would be many issues to address;
Economics, education and yes
The moral status of our nation,
Healthcare, poverty and race relations.

He would talk to the young and walk among
The youth to inspire with word or song;
To gain their perspective on what is wrong;
To uplift their spirits and make them strong.
Non-violence would be his priority,
When questioning unjust authority.
From his past, it’s easy to speculate,
His views on love and his stance on hate.

So, listen to pundits, as they surmise
How this world would look through the dreamer’s eyes.
Where there’s injustice, he’d want it to stop.
This visionary from the mountain top;
This leader who has seen the promised land;
Would staunchly advocate a moral stand.
He would commend progress, but not ignore,
The obligation to do much and more.

What would Martin Luther King, Jr. say
If he were present and alive today?
He’d smile to see we had a president
Of African American descent;
But the prison industrial complex grew,
As a wellspring for local revenue,
And we destabilized communities,
By shipping their industries overseas.

Divisive feelings on integration;
Polarized factions on immigration;
Forgot the historical manuscript;
Enmity to the poor and a new script
Where faith does not compel us to embrace
Specific members of the human race;
Face our neighbors with equality;
Reality and not mythology.

How would human trafficking break his heart,
As racial injustice tears us apart;
Bondage, child predators and kidnapping,
The violence in the neighborhoods sapping
Our strength; more violence, more eulogies,
More hatred leads to more casualties,
And we exist in a reality,
Without censorship and morality. 

What would Dr. Martin Luther King, Jr. say,
If he were present and alive today?
He would note knowledge proliferation;
Yet, many minds turn from education,
While he would acknowledge improvements made;
It would sadden him that we are afraid
Of each other at an alarming rate,
As many are training their hearts to hate.

He would weigh in on the raucous debate
On flags and logos as symbols of hate;
Atrocities done in religion’s name;
People have abandoned conscience and shame.
We live in a world where anything goes;
Morality changes, as the wind blows,
But there’s evidence the dream is alive;
As long as there is hope we will still strive.

The marches for voter registration
Have been nullified with legislation,
As newer barriers are put in place,
That claim to have nothing to do with race.
But they are designed to restrict he vote;
When he was in prison the words he wrote
To reach us and beseech us from the jail;
So that we as a nation would not fail.

What would Dr. Martin Luther King, Jr. say,
If he were present and alive today?
Systemic problems would be called to bear 
And through word and action he would declare;
“Injustice if it is found anywhere,
Is a threat to justice everywhere.”1
Leadership with love will help us broker 
Excellence over the mediocre.

We have made progress in treating disease,
But I’m sure Dr. King would not be pleased,
“Of all the forms of inequality,”
He once stated without apology,
“Injustice in healthcare is the most shocking
And inhumane.”2 
But forces are blocking
Character and not the color of skin
From being part of our discipline.

In equal rights, we have made strides,
But bias and injustice still reside:
We should have traveled much further along;
In fighting for rights and righting the wrongs.
The notion, that times are not as they were
Is shattered by a racial slur; 
Proximity to how it used to be,
Should stop us short of claiming victory.

1	Dr. Martin Luther King Jr., Letter from the Birmingham Jail, April 16, 1963
2	Dr. Martin Luther King Jr., in a speech to the Medical Committee for Human Rights, 1966

Copyright © 2015 Orlando Ceaser

Managing negative people who undermine you? Block the impact of the Hindre™

December 29, 2022 ~ Orlando Ceaser

The Hindre™ is a person or group committed to blunt your growth and development. They take it personally when you are driving and advancing in your schooling, career, and relationships. The Hindre™ takes its name from its ability to hinder your progress and work against your positive performance with negative roadblocks. They may be silent and work in secrecy. They may work in the background or out in the open, undermining you at every turn. The Hindre™ may also be referred to as the Ninja of Negativity.

The Hindre™ may be a family member, alleged friend, stranger, supervisor, or coworker. They are dedicated to suppressing your success and compromising your confidence and competence. The Hindre™ is the employee who sabotages the work of the team. They do not put their own weight on projects and may be responsible for other members leaving the company. They take the fun out of work. The Hindre™ may be the boss who does not give proper feedback and is constantly working against you.

The Hindre™ will befriend you and plant seeds of doubt through words, to shake your confidence. They will say things like, do you really think you can do that? I don’t think that is the right field for you. They may be brazen enough to ridicule by saying such things as you will never amount to anything, you are not good. They may go you by use of force and name-calling, to put you in your place, they prepared and designed for you.

The Hindre™ could be personal. The tendencies may be embedded deep in you. You may not believe deserve success and think you are unworthy. The years of persistent misinformation, ridicule, name-calling, and badgering convinced you that you are less than everyone.

We must work to identify the existence and presence of the Hindre™. We must apply the international symbol to indicate that the Hindre™ is not allowed. Their presence is unwanted and unwarranted. Their jealousy and envy, fueled by competition and insecurity, may explain their resistance and disapproval of your performance. However, it may be more insidious, such as prejudice, bigotry, and hatred.

The Hindre™ may be a negative person, a silent enemy, or a malicious perpetrator. Look in the mirror and search your soul. Are you a Hindre™? Do you know a Hindre™? How will you respond when you identify someone as a Hindre™. Be careful in their presence and align yourself with people who support you and work for your goodness and success. Be kind and caring to all people, work to connect, cooperate, and coordinate positive behavior, for the sake of progress. Do not let the Hindre™ impair your growth, as you develop a positive pursuit of love and excellence.

DEI & Rudolph the Red-Nosed Reindeer – “Uniqueness is not a weakness”

December 10, 2022 ~ Orlando Ceaser

Gene Autry was a military hero, who became an actor and singer. He sang the Christmas classic, “Rudolph the red-nosed reindeer.” It is a delightful song, enjoyed by young and old. However, this cheerful song delivers a powerful message about encountering and handling differences. Let us examine Rudolph the red-nosed reindeer and its meaningful conversations about diversity, equity, inclusion, belonging, and accepting others.

The song begins with a reference to the reindeer popularized in Clement Clarke Moore’s, “The night before Christmas”, also known as “A visit from St. Nicholas.” It begins with a roll call of Santa Claus’ reindeer that of course omits the name of Rudolph. As you recall, Rudolph was different from the other reindeer because of the luminescent quality of his nose. His nose was so shiny that it had either reflective qualities or it glowed like a light. This was enough to make him the object of ridicule and ostracism by the other reindeer.

This lack of acceptance is seen when children and adults are confronted with someone who is different from them. Our initial response is to make fun of the person and then isolate them because of their characteristics, traits, heredity, or idiosyncrasies. We may recall when we were young and begged for acceptance and approval. Even to this day, there is something about us that makes us stand out from the crowd. We feel self-conscious and wish that our difference could go away. If possible, we will change our stories and appearance so others will like us. When we are new and different, we carry a tremendous unnecessary burden. We view our “uniqueness as a weakness.“

At work or in school, simply being the new person, the new kid on the block, the person who is unknown, becomes a source of teasing or isolation. We often wondered,” if they would only get to know me, they would see that I’m just like them. I am a good person. “Rudolph was a reindeer, so he surely had a similar appearance, except for his nasal peculiarity. But suppose he was of a different color, from a different region of the country, or had a different ability. We usually ask the different parties to fit in, when the real focus should be on including and accepting them into the group.

Bullying is also a response shown toward those who are different. The song does not indicate that Rudolph was bullied, but we can only assume that preventing him from “playing in any reindeer games” was not accomplished in the most delicate manner.

The song does not tell us what Santa Claus was doing during the hazing or if he even knew about it. But, as a good leader, he engineered a very strategic response. He knew the talent and value of all his reindeer. He evaluated the weather system for his next journey and realized he was going to encounter many blizzards. He knew the problem could be solved by the reindeer, but he needed to show his acceptance of Rudolph the talented reindeer. The leader has vision and can often see what others cannot.

Santa Claus knew the skills and abilities of each reindeer. He knew that the appropriate circumstance would allow for each skill to be revealed. He knew Rudolph had a special gift and could provide navigation assistance on those wintry nights when delivery of toys to children around the world, would be difficult. Snowstorms would provide opportunities where others, including the reindeer, could benefit from the gift of Rudolph, the red-nosed reindeer.

We can give Santa credit for waiting for the appropriate time to unveil his strategy. He could have given the reindeer the opportunity to work it out amongst themselves, as so many people do in similar situations. We would say such things as,” kids are just being kids, learning to navigate tricky situations will only make the recipient stronger and teach them valuable life skills. We say that which does not kill them will make them stronger, to paraphrase Friedrich Nietzsche the philosopher. The reindeer performed similar initiation rites to others in the group that had other distinctions from their peers. They saw their treatment of Rudolph as being harmless and natural.

The defining moment came,” one foggy Christmas Eve, Santa came to say: Rudolph with your nose so bright, won’t you guide my sleigh tonight?” Many managers, leaders, and parents look for the opportune moment to use the skills of their people; the right moment to show the world and the individual their true value. However, it would be prudent to consistently look for ways to utilize the talents of their people. They should know the coordinates of their subordinates, so they can meet them where they are.

We can only assume that in the fictitious conversation, Santa’s encouraged Rudolph and told him about the value of his difference. He made him feel that he was something special and should never feel that he was not important and did not have a place. I’m sure he made him feel like an essential member of the team. He validated his worth by asking him to lead the team by moving up to the front of the line.

You remember the successful conclusion to the song. “Then all the reindeer loved him, as they shouted out with glee, Rudolph the red-nosed reindeer, you’ll go down in history!” We know that in life, responses to differences may not always lead to a happy ending. Sometimes the individuals have lingering insecurity, damage to their self-esteem, and underlying resentment from the initial exclusion. But, when the difference that is ridiculed or denied is used for the benefit of the group, the organization, institution, family, or community becomes more vital. Everyone learns a valuable lesson about diversity, equity, inclusion, belonging, and acceptance. We are hopeful that when the person is accepted, they don’t become complicit and act in the same manner when they encounter other people who are different.

Suppose we remember the Rudolph days of our lives and commit ourselves to preventing them from happening to others. In that case, we will maximize their future contributions to our teams, families, organizations, and communities. We will perform a noble act when leading by example with the lessons learned from Rudolph the red-nosed reindeer.

Unlock Your Leadership Greatness and other leadership resources can be found at OrlandoCeaser.com or amazon.com.

Cameo Leadership™- The Power of Positive Presence

October 4, 2022 ~ Orlando Ceaser

Alfred Hitchcock, the noted film director, was known for making a cameo appearances in his movies. A game among many moviegoers was to watch the films and locate the scenes where Mr. Hitchcock made his guest appearance. Celebrities use this technique, to gain publicity, boost interest in a movie, and increase sales. Stan Lee of Marvel Comics fame adapted this philosophy to playfully insert himself in Marvel movies to excite his fan base.

The concept of cameo appearances can also be applied to leaders. The idea of brief appearances fits the style of many leaders. Cameo Leadership could be defined as a positive or negative leadership style, characterized by a leader influencing direct reports through a series of brief exposures. The style is condoned or condemned by subordinates, based on their value to employee development.

The Cameo Leader™ may fall into two categories, negative and positive. The Negative Cameo Leader is like an absentee landlord. They abdicate their responsibility, and you can’t find them when you need them. The Negative Cameo Leader shows up for a moment without warning. Their interactions lack positive values and developmental opportunities. They arrive on the scene, ready to take center stage, absorbing all the attention and accolades available. They poison the environment in a dictatorial and authoritarian manner. They relish being the boss, as they give orders before practicing their disappearing act.

In the Negative Cameo, the NC Leader will give out an assignment without instructions or supervision. When positive recognition is dispensed upon their department, they will accept the praise and bask in the limelight, and refuse to share the glory. Employees are frustrated because they are deprived of the encouragement and developmental opportunities needed for their growth. Careers suffer because the Negative Cameo Leader is not familiar with their employees, their work ethic, or their work product. They cannot vouch for their direct reports’ performances for they do not have an intimate knowledge of their career aspirations.

The Negative Cameo Leader does not take an interest in the work of their employees or in their lives outside of work. Therefore, they do not deserve or receive loyalty from their people. The Negative Cameo Leader can become a micromanager when they pop up on the scene, drop a few demoralizing comments, and disappear. What they label as individual freedom is a dereliction of duty.

Seagull leadership is where the manager flies overhead, swoops down, and dumps on their people before moving on. This is the hallmark trait of the Negative Cameo Leader.

The Positive Cameo Leader is admired because they are with their people in the beginning during the planning phase. They share the vision and provide the resources and support to do their jobs. They give them responsibility and hold them accountable for the completion of their assignments. They value and trust their employees’ skills, abilities, and judgment. They are encouraging and believe in their people and provide independence because they trust their ability to do the job and forgive them when they make mistakes. People know where they stand with the Positive Cameo Leader, for they have an open-door policy and dispense feedback generously.

In the Situational Leadership model by Paul Hersey and Ken Blanchard, the leader would delegate responsibilities based on the development level of the employee. The peak performer would receive independence and less direction and support because they have earned it.

The Positive Cameo Leader will visit periodically to see if their people need anything. The job and the responsibilities belong to the employee. The PC Leader creates a culture of collaboration and ownership. They ensure that people think and act like an owner, for they will be held accountable for results. They are not unnecessarily visible; however, they are accessible through a variety of methods.

The Positive Cameo Leader ensures that those who do the work, receive the credit, and the accolades. They look for ways to set their people up for success through encouragement. Positive Cameo Leadership when practiced requires the leader to unselfishly accept their role in working for their people. They are willing to act and pay the price as they practice what they preach.

Cameo Leadership can have a negative or positive perception based on how employees respond to this leadership style. If it is negative, it is corrosive and is a barrier to career development. The Rosenthal effect created by Dr. Robert Rosenthal of Harvard University is the phenomenon in which experimenters treat subjects differently based on their expectations which has a positive or negative influence on subject performance. The Rosenthal effect is evaluated in four categories. They are climate, input, output, and feedback.

Cameo Leadership may be present at various stages of an organization, team, or individual’s development. For example, Positive Cameo Leadership is ideal for an individual or team that is highly skilled and does not require much supervision. A negative cameo is not desirable in most situations.

Cameo Leadership™ impacts the workplace environment. The leader’s expectations of their people determine the climate. Favorable or unfavorable expectations will create a positive or negative interpersonal climate for each individual. Secondly, leadership input, in the form of information and opportunities, is based on positive and negative expectations. Leaders teach more to those whom they expect more and conversely. Thirdly, the output is defined by the level of questions accepted or encouraged by their subordinates. We give them more opportunities to express their questions. This is also based on expectations. Lastly, the Positive Cameo Leader gives feedback that builds or diminishes self-esteem and performance and will praise or criticize for mistakes, in accordance with their level of expectations. The objective is to be a Positive Cameo Leader and minimize Negative Cameo Leadership tendencies.

Leadership B.L.I.S.S.™ (Bold Leadership Is Street Smart)

September 19, 2022 ~ Orlando Ceaser

When we think of bliss, we think of joy and happiness. Bliss is a feeling, a positive state of mind; a pinnacle of emotion. Bliss may be invigorating and satisfying. In this article, we will use bliss, as an acronym. B.L.I.S.S. will evoke a sense of power and boldness when it is linked to leadership.

Bold Leadership Is Street Smart.
Bold Leadership Is Servant Strong.
Bold Leadership Instills Survival Skills
Bold Leadership Is Situation Specific

Street Smart

Bold Leadership is Street Smart. It cultivates workplace wisdom and marketplace moxie. Bold Leadership appreciates diversity, equity, and inclusion and treats people with dignity and respect. Respect is the currency that influences the cooperation and coordination necessary to avoid danger and anticipate business downturns.

The Oxford Language Dictionary defines street smarts as “the experience and knowledge necessary to deal with the potential difficulties of life in an urban environment.” The practical application of this is being savvy enough to make the tough decision. A person demonstrating street smarts knows how to operate calmly under tough circumstances. They know how to conduct themselves in a crisis. They may have the expertise and instincts to avoid a crisis. Street smart individuals can navigate a hostile environment.

A person who is street smart has developed a heightened sense of awareness of their environment. They know diverse people and their tendencies. They recognize cues and clues and respond in the appropriate manner through their words, body language, and actions. They are confident, but not too confident and move as if they belong in the area. They do not display an air of timidity. Their strength is just enough, not to seem confrontational. They know what to say and what not to say, where to go and where not to go; they flow as if they belong.

Bold Leadership is Street Smart. Certain aspects of street smarts can be taught and presented in a framework to help people increase their awareness. Through the powers of observation and simulations, we instruct our customer-facing employees to be friendly, and professional and to understand their surroundings. They dressed appropriately and did not bring too much attention to themselves. They cultivated relationships. People befriended them and had their backs. They would not take unnecessary risks and be constantly following Principle Number 3 from my book Unlock Your Leadership Greatness. Principle Number 3 is becoming A Student of the Game, which means continuously learning information about their field and related areas, which includes learning about diverse clients and various circumstances.

Bold Leadership is street smart when it hires and develops toughness, resilience, and street credibility. It knows how to relate to people and pays its due to learn and understand people, backgrounds, and motivations.

Servant Strong

Bold Leadership Is Servant Strong; for it realizes its purpose is to serve others. Bold Leaders see employees holistically. Each person is an individual. I feel that “The leader must know the coordinates of each subordinate, so they can meet them where they are.” They want employees to bring their entire selves to work, engaged and participating fully. Being servant strong means empathy is an important element for engagement.

Servant Leadership is a term popularized by Robert K Greenleaf in his essay, The Servant as Leader. This concept focuses on the individual. The leader concentrates on meeting the needs of their followers. The leader’s mindset is, that if we serve or take care of the people, the people will take care of the business. Traditional leadership models are leader-focused. They were hierarchical and everyone in the organization worked for the people on top. In servant leadership, the leader works for everyone. This causes a different mindset and a shift in behavior. The Bold Leader asks questions, such as What can I do for you? Is there anything else that you need? And What else is required for you to be successful?

Survival Skills

Bold Leadership Instills Survival Skills; for it is developmental by nature. There are sets of skills and abilities that must be mastered if someone is to be successful. There are minimum standards that must be learned and graduate-level on-the-job training experiences that ensure long-term success.

Bold Leadership Instills Survival Skills; by ensuring that people are fundamentally sound and by setting high standards. Feedback is provided routinely to chart their progress. By setting high expectations, people develop into confident, courageous, and competent performers.

The survival skills make them feel safe and place them in a protective frame of mind. Unlock the Secrets of Ozone Leadership® is a book utilizing the protective attribute of the ozone layer to strengthen survival skills. Bold Leadership ensures safety is a key component of their lives.

Situation Specific

Bold Leadership Is Situation Specific; refers to its ability to shift to a higher gear when more is expected. Regardless of the situation, bold leadership can adjust to a crisis and deliver what is required for their people to develop. Paul Hershey and Ken Blanchard developed and described the concept of Situational Leadership. The idea was to work smarter and not harder and to provide leadership based on the employee’s development level. Less development required more direction; more development required less direction. There was a constant delivery of support and direction based on the changing development level of the individual. Work smarter and not harder. I would add the phrase, “because you don’t want to be a martyr.

It is imperative to add B.L.I.S.S. to our leadership. This will enable us to become street smart, strong servants, instilled with survival skills, and leadership that is specific to the situation. Inherent in any leadership philosophy and methodology is a list of do’s and don’ts that we pass along to others for safety, protection, productivity, and growth. When we obtain Leadership B.L.I.S.S.™, we must train it and envelop and develop it as a competency. Leadership B.L.I.S.S.™ (Bold Leadership Is Street Smart) is a critical leadership state with many success factors to benefit our constituents.