ReaderStrength™

Resources for Leaders

Vol. #6  6/19/03, Deanne G. Bryce, editor

ReaderStrength™ is published monthly

©LeaderStrength Systems, Inc. 2003

This issue is dedicated to one of our readers, Debbie M. Lively and the book titled, The Non-Runner's Marathon Trainer by David A. Whitsett, Tanjala Mabon Kole, and Forrest A. Dolgener.

What does a book about running have to do with leadership? Leadership is less complex than you might think. Many people describe leadership with a long list of attributes or characteristics that a leader embodies. That approach misses the fact that anyone at any time can choose to become a leader. Here is the definition we use with our clients:

Debbie Lively and the book, The Non-Runner's Marathon Trainer, that has been her inspiration and personal trainer for the last 10 months, are great examples of what it really takes to be a leader using this new definition.

1.  Leadership begins with a vision First it takes a dream. Last September on her 39th birthday, Debbie, who lives near Des Moines, Iowa, set a goal. She wanted to run a marathon before she turned 40. This might not seem like an amazing goal to you, but Debbie was not an experienced runner. At first glance, people might overlook the idea that Debbie is a leader. People who have known her through the years would acknowledge that she was a great manager. She managed her growing client portfolio as a mortgage banker. She is currently managing a house full of three rough and tumble boys, husband Dave, and two sons Kyle (12) and Connor (8). At the same time she is managing a busy office at her church. Being a leader is different than being a manager. To be a leader a person must be able to sustain a long-term vision over a period of time and conquer the many obstacles that arise when one has a lofty goal. A lofty goal often starts as a fuzzy vision of the future.

2.  Leadership involves enrolling people to help As mentioned earlier, leadership is the ability to see a new future and to take action to achieve it. Debbie dreamed of running a marathon since she was a young girl. After a little research, the picture became clearer. She could see herself crossing the finish line of the Sunburst Hall of Fame to Notre Dame Marathon. This race ends at the 50-yard line of the University of Notre Dame Stadium in South Bend, Indiana on June 7, 2003. This particular marathon was strategically selected in order to enroll her husband Dave in her dream. Dave is an avid Notre Dame football fan. She started to visualize what it would feel like to enter the stadium with Dave and boys in the stands. It was important that Dave support her. She would need him to drive alongside her as she ran through the dark Iowa mornings during her longer training runs in the months before the event.

3.  Leadership involves taking action Training for a marathon when you are a non-runner requires some amazing action. First, it was reading the book and creating a training schedule. She picked the dates for the important milestones for her training. Then it was selecting shoes, eating properly and learning the psychology of running. Finally it was following through and accomplishing her goal!

4.  Leadership requires new skills and the ability to adapt to the unpleasant realities Debbie didn’t know when she began how important mental strategies would be to her. She learned to keep running, through blizzards, intense pain in her feet and knees, bouts with bronchitis and asthma, and many dark times of genuine self-doubt.

5.  Leadership attracts others because when you have a vision and you take action others become inspired Debbie’s son Kyle is proof that having a vision and taking action inspires others.  The week before the marathon Kyle said, "Mom, for your next goal can you do something that I can do with you?" As a parent, there is nothing that Debbie could have ever said to Kyle about success that would say more than allowing him to see her set a goal and work to achieve it.

6.  Leadership involves learning; books can teach and support Learning is key to leadership. It is a big mistake to list characteristics and attributes as the keys to leadership when it is really about vision, action and learning. Books are great for gathering new knowledge because you can read them, set them aside, take action, and then pick them up again as you encounter the next level of learning. The first time I spoke to Debbie on the phone and she told me about her vision, she said,

"I’ll be starting my official training next week. Yep, just me and my book." 

Each time I talked with Debbie, she quoted a passage she had read in the book. She explained that first she would read something, but she did not really understand it until she faced the particular obstacle that was being described.  Now, it is the middle of June and the results of the race are in. I am happy to declare that the event was a success. Here is Debbie’s perspective:

"Since the marathon was a goal that I had for many years and I had spent long months training for it, I wanted to feel every moment of the experience. I had read the book cover to cover many times and did exactly what the authors instructed. I used all the physical and mental techniques they recommended and didn’t have any problems the day of the marathon. Although it was hot and humid, I never hit "the wall" and was able to finish the marathon strong. To be able to run through the stadium tunnel, run onto the grass and look up to see my husband, my sons, and my mom cheering for me as I finished was priceless. The really tough times of training were forgotten and the only feeling I had was one of deep satisfaction knowing I had worked hard and achieved my goal. 

 

Although the book was specifically written for non-experienced runners to train for a marathon, it contains a wealth of information regarding the psychology of goal setting. Each chapter built upon the previous to strengthen your training base physically and mentally as well. From the book, I learned to say to my challenges, "but it doesn’t matter." It doesn’t matter that it was cold or raining outside or that my feet hurt, I still ran. I also learned to act "as if." I was taught to repeat affirmations regarding the result I wanted and then to act as if it was already a reality. For example, I repeated on every training run, ‘I am a marathoner, and I always finish strong.’ I began that affirmation before I had even run my first five miles. The book also discusses the importance of visualizing the achievement of the goal. I made a mental video of how I would finish the marathon and replayed it in my mind during each training run. The day of the race was just the way I pictured it. The vision that I had created in my mind months before became a reality. Even if you never train for a marathon, the mental techniques described in this book could be used in all areas of leadership and goal setting."

To see a picture of Debbie in her moment of personal victory click the link below.

About ReaderStrength™

Copyright 2003, LeaderStrength Systems, Inc.

dbryce@leaderstrength.com • Leader Strength Systems

 Home | Managers | Leaders | Learning Professionals | About Us |  Events | ReaderStrength | Resources | Coaching | Speaking