“It CAN Be Done”

Ronald Reagan kept a sign on his desk with four simple words, “It CAN Be Done,” that were symbolic of his belief that in America anything was possible and that we were limited only by our own dreams. Ronald Reagan's personal contentment, humility, and undying confidence in the goodness and spirit of the American people helped the nation believe in itself again, motivated its spirit, and restored patriotism and incentive toward growth, innovation, and entrepreneurship.

“It CAN Be Done” inspired him and others to persevere, regardless of how daunting the task, ambitious the vision, or challenging the implementation. As president, Ronald Reagan knew that many decisions would be tough and often agonizing. Implementing those decisions would be equally as difficult, but “It CAN Be Done” inspired him to press on with hopeful resolve.

As president, Ronald Reagan delivered countless famous speeches and created numerous memorable moments. So why are many of the events we remember and point to as defining moments of his presidency born of sadness, tragedy, or disaster? We recall the Challenger disaster, the bombing of the Marine barracks in Beirut, and his emotional speech given to the Boys of Pointe du Hoc in Normandy, France. We remember not only his words but also the emotions within us that his words evoked.

He demonstrated true leadership, even in the midst of tough, disappointing times in our nation's history. Each time, his remarks to the nation expressed heartfelt and appropriate emotion and sympathy while simultaneously filling us with hope. Even during dark times, President Reagan pointed to bright days ahead, to the opportunities of the future, to the value of lessons learned through hardship and the necessity of trial to bring forth a triumph.

President Reagan didn't welcome tragedy or hardship, but he did welcome the opportunity to bring hope to the disheartened, direction to the lost, and freedom to the oppressed. That could happen only when facing challenges and making tough, sometimes even unpopular decisions. His overall vision and direction for the country never wavered when crises arose, but he found a way to address each challenge and still stay the course of his overall plan.

In business and in life, anyone can pose as a leader, but only when that person has been tested and proved able to endure hardship will they be classified as a true leader. Anyone can sail a ship through calm, clear waters, but when the seas are stormy, with high waves and eminent peril, only a captain with experience, wisdom, and true leadership can sail through it and bring home a crew—your family members or your employees—that will be stronger, savvier, more seasoned, and better prepared for the next storm. And even the ship—your company or your family—can emerge stronger than when it started. Why? Because the crisis bound everyone together.

Ronald Reagan showed us how we should view crises and how to maximize the lessons and opportunities that challenges bring. How do you view a crisis? As a distraction from or threat to the business at hand? Or as an opportunity to encourage solidarity within your organization and unite everyone behind a common cause? A properly handled crisis or challenge can benefit your overall, long-term profitability and morale even more than extended times of ease and effortless success. Not that crisis and challenge should be desired—absolutely not—but let's face it: Who knows when your company could wind up on the front page of the local paper or on the evening news or unfairly slandered in an online posting unexpectedly. It may be a small incident or one that is tied into an international crisis, or it might even be an internal issue that no one outside the four walls of your company ever knew about that threatens to destroy from within.

A crisis has likely come upon you in some form, and if it hasn't, it probably will. So, like death and taxes, which are inevitable for everyone, how do you prepare yourself to respond to and maximize the inevitable challenges to ultimately work to your advantage?

Ronald Reagan showed us how he accepted both political and personal crises and sought to appropriately address the incidents, always remembering the overall direction he had previously established, rather than allowing the crisis to redirect him. Maintaining parallel themes of hope for the future and optimism for better days ahead, as president, Ronald Reagan instilled confidence in the abilities and commitment of those with whom he had surrounded himself, and as the Great Communicator, he conveyed with confidence to others his vision for the overall direction of his plan. He exuded calmness, even in the midst of a crisis, and empowered those who heard him to also believe in endless possibilities for success ahead.

In business, in politics, and in your personal life there will be a crisis. Even an eternal optimist will reluctantly agree that a challenge will inevitably come your way. It may be a health crisis, family problem, or financial struggle. Regardless of the category or type, a crisis is coming or has already arrived. Although this may sound a bit pessimistic, it is an unwelcome reality. True optimists, however, remember the power they have to overcome a crisis once it does inevitably arrive.

The distinguishing factor between a mediocre leader and an exceptional leader is how a crisis is handled. Does it stop you in your tracks, cripple you emotionally, or cause you to react negatively? True leadership is not always seen in times of ease but often shows itself most clearly when the stakes are high and the pressure is on. How you handle difficult times as a leader is the great differentiator. The risk is greatest when times are challenging, but this is also where the greatest potential for reward and opportunity lies.

In the midst of military conflict, the greatest danger is on the front line, where forces clash to defend, or to seize the most valuable positions on the battlefield. So that is where commanders put their strongest forces—in the areas where the crisis is the most dire. Militarily, the strongest forces would not be sent to protect or capture areas where there are few resources or worthless assets.

Similarly, in business, if you are not investing in the areas of your business that are particularly challenging, competitive, or controversial, you may perhaps be missing the greatest areas of potential growth and profitability for your company. Of course, you don't want to knowingly walk your business into situations that will create a crisis, but you should consider that your greatest leadership opportunities may come in the midst of a challenge on the front lines.

Crisis = Danger + Opportunity

No arsenal or no weapon in the arsenals of the world is so formidable as the will and moral courage of free men and women.

—Ronald Reagan²

Whether dealing with a crisis in your business or within your family, there is always an element of danger and an element of opportunity. A real leader needs to see beyond the impulsive panic of the moment and look for the primary danger of the crisis and minimize it, as well as identify the primary opportunity and maximize it. Rather than giving in to the moment of the crisis by yelling, screaming, or overreacting, a true leader steps back and identifies the primary danger and develops a way to minimize it. A true leader also identifies the primary opportunity within the crisis and looks for ways to maximize it, driving everyone and everything positively forward. Although it is usually fairly easy to identify a long list of dangers, with some thought and creativity there is always at least one opportunity to be found and pursued as well.

In talking with a friend who is the CEO of his family business, this crisis = danger + opportunity scenario was clearly displayed. Due to consistent and complete negligence on the part of my friend's brother-in-law, it was evident that my friend was going to have to fire him. As we talked about his personal internal struggle in the midst of this professional crisis, I helped him talk through both the dangers and the opportunities for him and for his company in the midst of this very challenging and very personal crisis.

He identified the dangers easily: Firing his brother-in-law could jeopardize his personal relationship with both his sister and his brother-in-law. It could split the family and alienate family members who didn't fully understand the situation. It could divide his family into sides and ultimately sever relationships that were valuable and meaningful to him.

The opportunities were more difficult for him to initially find, but once he began to articulate them, it became apparent that he was making the right decision. It would give him the opportunity to prove that the best interests of the company came first, that insubordination would not be tolerated, and that laziness, negligence, and lack of interest would not be rewarded, regardless of the personal relationship.

By demonstrating true leadership through ultimately firing his brother-in-law, he earned great respect from his other employees. They knew that the stakes for him were personally very high, which made a powerful statement professionally. As a result of his willingness to justifiably fire his own brother-in-law, the rest of his employees were motivated to work harder, convinced that they were being watched and were being held to a high standard. Even more important, they felt their work was genuinely valued and needed, because my friend proved he was the kind of person who would only surround himself with creative, talented, hardworking people.

The employees of course had been watching the brother-in-law's lack of effort for years. Because senior leadership had previously ignored his lack of commitment to the job and to the company, other employees assumed that loyalty and dedication weren't valued or required. My friend's decision to fire his own brother-in-law silently spoke volumes about his priorities and vision for the company and about his commitment to pursue that vision, regardless of the personal ramifications.

Ultimately, the brother-in-law, who earlier had felt obligated to participate in the family business, was free to pursue a career that he was passionate about and where he felt fulfilled. A crisis had been faced head-on, and the results were rewarding and beneficial for everyone involved.

So how do you handle a crisis? Are you vindictive, vengeful, bitter, and irrational, or is your response calm, reasonable, level headed, and professional? Others will emulate you, for better or for worse. Navigating crises by focusing on the opportunity, not exclusively on the danger, you can help others learn to accept and appropriately manage crises in their own lives as well.

Even in the midst of personal crisis this same model applies. Another friend of mine recently found out his wife had just filed for divorce—a complete shock to him. He feared losing everything—his wife, his kids, his house, and his whole life—all legitimate dangers. When I encouraged him to look for the opportunities and maximize them, he was convinced there weren't any. I pressed him to think of some opportunities, and he said that he was hoping to get this behind him quickly and ultimately find someone else who loved him—both real opportunities.

I said, “But what is the real opportunity? It's staring you right in the face.” He adamantly believed there wasn't one.

“I don't see it,” he said.

I continued, “Your kids are watching. Your employees are watching. Your family is watching to see how you handle this crisis. They will emulate in their own lives how to handle this crisis by watching you. So are you going to lead?”

And his response was so incredible. He said, “Oh my gosh—I've been a mess.”

And I responded back to him, “And no one would blame you for that. But that can change today.”

And he said, “Oh, it will change today.” And it did.

Now when I see him, he says to me, “I'm in a crisis. Danger—minimize, opportunity—maximize, and drive myself and everyone toward it.” And then he smiles.

You too have the power to completely transform, right here, right now, the way you view crises for the rest of your life. To view them for what they are, and to sift through the rubbish and find the opportunities waiting there.

A leader is always watched. A true leader realizes this and is consistently professional and proactive in their decision making and pursues excellence, especially in the midst of a crisis!

Focus on the Opening

We in government should learn to look at our country with the eyes of the entrepreneur, seeing possibilities where others see only problems.

—Ronald Reagan³

Maintaining your focus on the bigger picture is an integral part of crisis management. Picture yourself as a NASCAR driver, racing down the track. A crash occurs directly in front of you. Picture a cloud of debris with one clear opening in the middle. Where will your focus be? Where should your focus be?

Where your focus goes is where you will go, as will the team that follows you. Will you focus on and steer right into the debris and wind up off the track? Or worse?

Are you focused on the opening in front of you? Or on the debris flying all around you?

Will you miraculously appear unscathed on the other side of that cloud of smoke because you kept your eyes steadily on the opening?

What appropriate symbolism for business and life. We often focus on the debris—the negative and the challenges, wondering if there is any way out. Instead, we need to focus on the opportunities that still exist around us, on the productive aspects of our business that fit within our vision and will move us successfully forward, past, and through the debris.

As you implement your own plan of action to reach your visionary goals, you also will face adversity. You'll face challenges, hurdles, and crises. Do not be surprised when you do, just plan now to face crisis with positive action and realistic optimism.

Overcoming Distractions

We will always remember. We will always be proud. We will always be prepared, so we may always be free.

—Ronald Reagan⁴

We associate the 1980s with the expansion of personal liberty and political freedom abroad and the ending of the Cold War. How interesting, because those are the two main areas to which Ronald Reagan initially turned his presidency's focus and addressed. How success is measured within each of those areas is perhaps subjective, but there is no doubting that Ronald Reagan accomplished the communication of a clear vision as president and took great strides toward achievement.

Yet clearly outlining and then achieving his goals was not nearly as simple as hindsight might make it appear. As in every decade prior, America in the 1980s did not exist in isolation and had to be simultaneously proactive on the world stage and reactive to events that happened both within and beyond our borders, beyond our control, and yet still affected our nation and its people.

During the Reagan presidency there was an economic crisis in Europe; widespread famine in Africa; continued unrest, violence, and war throughout the Middle East; and political upheaval in Poland, Hungary, Romania, and Czechoslovakia. In Asia, struggles continued in Vietnam, Cambodia, the Philippines, and China. There were wars, coups, and uprisings in Iraq, Iran, Argentina, the Falkland Islands, Lebanon, and Grenada, among others.

Amid all of these competing challenges, crises, and cries for humanitarian aid, political involvement, and military force, President Reagan remained resolute, appropriately responding only when and how it fit within his overall goals and vision for America to do so. He also chose carefully when not to involve the United States—or to limit U.S. involvement. Ronald Reagan again provides a great example to follow, selectively and strategically choosing a posture or pursuit, rather than allowing others to dictate or define your role or response as a leader.

Whenever my son, Justin, thinks there is any chance he might get in trouble, he falls back on an old joke. He points into the distance and says, “Look, a distraction!” and tries to change the subject from a potential punishment. We all laugh, of course, but maybe he is on to something. Life is busy with lots of competition for your time, distractions from your goals, and pressures and activities vying for energy and attention. As a leader, you need to control, direct, and prioritize those competing interests and maintain your previously determined course.

One of my biggest frustrations with CEOs, especially friends of mine who run organizations or companies, is that they want to go from point A to point B, and two years later they end up at point M with no idea how they got there or what happened to their original plan. They get thrown off course because they allow themselves to. When adversity comes their way, they abandon their plan, divert all of their energy and attention to address the current challenge, and lose track of where they were and what they were doing before the distraction arose. They completely lose sight of their original vision and don't even realize it.

Ron Bailey, a board member of one of my companies, always gives me sound advice. One day while we were discussing the future of my title company, I said, “I think I'm going to start a mortgage company to feed my title business.” There was a moment of silence, and Ron said, “Interesting, Dan. I thought you were in the title business. Maybe you should just do that and do it really well.” In the end I will ultimately make the final decision, but remember that I always listen, and listen carefully, to my Kitchen Cabinet. After much thought, I decided to stay focused exclusively on the title business and was much better off because of it.

In business it is easy to be tempted and distracted by elements of your projects that may only be loosely related, or even unnecessary, for advancing your overall vision. You could spend days or weeks crafting the perfect slogan for a new product, but that may not currently be the most critical piece of your overall success.

Ronald Reagan found many opportunities to simply repeat his vision, as many times as possible to as many people as possible. Using speeches, fireside chats, and other public forums, President Reagan constantly reminded the American people—and the world—of his goals.

Repetition of your vision reminds you what you have really set out to do, helps with ongoing evaluation of what is truly important to accomplish, and avoids diversion by distractions. Are you focusing too much on the bells and whistles, or on details that may or may not become important later? If your repetition of the vision doesn't match your current actions, you need to stop and refocus. Keep your eyes on what is really important, and plan accordingly. You'll accomplish much more, and eventually will wind up where you intend to go and not fall prey to needless distractions.

Reiterating the vision to people around you, such as family, colleagues, and friends, will help keep them connected to your goals, even if those people are unrelated to your goal. Outside perspectives can motivate you, keeping you focused on your key priorities and objectives. When people know what you are doing, they'll check up on you and ask about your progress. Some may help you in small or big ways that can become a critical component to your overall success and ultimate achievement.

When you have 20 goals, you will see lots of activity, but very little accomplishment. Your distractions will be many, and likely only a few of your objectives will ever successfully be completed because you will jump from task to task, conflicted over what should receive priority or primary attention. Prioritize and allocate appropriately to match your overall goals and vision, which will allow you to make meaningful progress.

Competition Creates Opportunity

Excellence demands competition.…Without a race there can be no champion, no records broken, no excellence.

—Ronald Reagan⁵

Competition is the most recognized form of challenge or adversity in business. It is what free markets are based on, and to succeed, you need to give your business the strongest advantage over your competitors. Although it may be a bit counterintuitive, this usually means striving to be better than your competition in only a couple of strategically selected goals rather than attempting to be better than others at everything. Think about where you have the advantage. If you're the smaller player, don't fight on price; become known for something else, such as your exceptional, personalized customer service.

You will need to evaluate the resources you have and strategically analyzed how best to use them to promote your strengths. With today's social media and instant communication, lots of tools are available to you. Creativity goes a long way toward expanding the effectiveness of your efforts and earning media and attention, not just paying for it.

In the end, what matters most is the implementation of the plan. A leader's most crucial role is to keep everyone focused on the vision and the tasks involved in bringing it to life. Revisit the vision every day, talk regularly to those involved in executing the elements of the plan, and keep everyone focused, engaged, motivated, and enthusiastic about reaching the end goal. Some businesses try to overcome competition by covering every base, analyzing all of the elements of their market and attempting to be a well-rounded company. Although that may sound logical, the problem with being a jack-of-all-trades is that you become a master of none. There is no arena in which you stand out, and no service you can point to and say, “I am the best in the industry at that.” It is wise to seek to improve the area of your business that is the weakest, but always remember your strengths as well. Use those strengths to gain and retain a competitive edge in your market.

Competition requires resources, and they will always be limited. Ronald Reagan was able to harness the economic power of the United States and focus resources on developing the Strategic Defense Initiative, a ground- and space-based defense system. Although the United States made significant strides pursuing new technology, just the threat of jumping ahead of Soviet military capabilities was enough to get them to the negotiating table and help them realize that glasnost and perestroika, or openness and reform, were the only feasible options for the future of the Soviet Union.

Although President Reagan faced many competing challenges domestically, including battling to revive the nation's economy, internationally he called out Communism as his greatest foe. Notice that he was not competing with the Soviet people or even directly with their leaders; he defined the competition as democracy versus Communism. Clear, effective, ambitious. As Ronald Reagan demonstrated, one of the first steps to overcoming competition is to make sure the foe is properly identified and the vision for victory is clearly outlined and articulated.

In business you will have the same challenges. Although the easy answer to the “Who is your competition?” question is usually the number one or number two leader in your industry, you may have greater success focusing elsewhere. Consider that sometimes your closest competition might be a substitute product or variation on your product or just overcoming the lack of awareness of your product or company—in which case you are your own worst competition.

Think through all the things that are preventing or slowing your growth, and you'll have a good starting point. Now narrow the list to two to three items that could make the biggest difference toward expanding and growing your company, looking for the opportunities that exist within a competitive environment.

Overcoming Setbacks

The future doesn't belong to the fainthearted; it belongs to the brave.

—Ronald Reagan⁶

America was founded by brave and rugged individuals seeking personal liberty and the freedom to choose their own destiny. Likewise, the American West was explored and settled by those who wished for more—more land, more independence, more gold, more self-determination. Driven by curiosity, a spirit of adventure, and the lure of the great unknown, brave explorers settled America despite great risk, yet they willingly faced that risk for the hope of even greater reward.

In the business frontier, brave entrepreneurs continually try to build, create, and expand into new areas of discovery, technology, or innovation. They do so at great personal risk and often personal expense to push the boundaries of design, purpose, or product just a bit further than has ever been done before. They do so knowing they cannot have rewards without taking risks, and they willingly, and boldly press forward anyway.

In Charles Koch's book The Science of Success, I admired the inclusion of a list of all the successful companies and industries which they built or in which they have been invested—and appreciated even more the inclusion of a list of the companies they started that failed. Charles Koch, and his brother, David, are extremely successful and have seen their share of rewards. Yet they realize, as all good leaders do, that success does not come without also assuming, managing, and bravely facing risk.

With risk inevitably comes failure at times. A great leader handles success with humility and caution, appropriately acknowledges failure, and then presses forward again with inspiration and determination toward the visionary goal ahead. Setbacks will certainly come, so how can you as a leader prepare to perpetuate and advance your vision while still properly addressing them?

There is no clearer example of addressing setbacks appropriately than Ronald Reagan's response following the Space Shuttle Challenger disaster on January 28, 1986, when tragedy struck the skies above Kennedy Space Center. Just 73 seconds into its flight, the Challenger broke apart in the sky, leading to the deaths of its seven crew members.

Due to the presence on board of Christa McAuliffe, the first teacher going to space, many viewed the launch live, including schoolchildren all across the nation. I remember vividly watching the launch from my classroom and seeing the horrific images on the television. I could not truly comprehend what had happened, but I knew it was tragic and devastating. I was shocked, saddened, and speechless.

Later that same evening, I watched as a very solemn, very sincere President Reagan gave a speech that would speak to and on behalf of a nation in sorrow—and begin the process of healing.

He immediately addressed the tragedy. He sincerely conveyed the grief he felt within his own heart, which was shared across the nation, but he didn't abandon us in our mourning or let us linger without hope. He respectfully lifted our thoughts beyond the immediate sorrows and renewed the country's dedication to the Space Shuttle program with the following excerpted remarks.

Today is a day for mourning and remembering. Nancy and I are pained to the core by the tragedy of the shuttle Challenger. We know we share this pain with all of the people of our country. This is truly a national loss. For the families of the seven, we cannot bear, as you do, the full impact of this tragedy. But we feel the loss, and we're thinking about you so very much. Your loved ones were daring and brave, and they had that special grace, that special spirit that says, “Give me a challenge and I'll meet it with joy.” They had a hunger to explore the universe and discover its truths. They wished to serve, and they did. They served all of us.

And I want to say something to the schoolchildren of America who were watching the live coverage of the shuttle's takeoff. I know it's hard to understand, but sometimes painful things like this happen. It's all part of the process of exploration and discovery. It's all part of taking a chance and expanding man's horizons. The future doesn't belong to the fainthearted; it belongs to the brave. The Challenger crew was pulling us into the future, and we'll continue to follow them.…Nothing ends here; our hopes and our journeys continue.

The crew of the space shuttle Challenger honored us by the manner in which they lived their lives. We will never forget them, nor the last time we saw them, this morning, as they prepared for their journey and waved goodbye and “slipped the surly bonds of earth” to “touch the face of God.”

—Ronald Reagan, January 28, 1986

At the moment of the Challenger disaster, President Reagan acknowledged the nation's horror and pain, while at the same time keeping its faith in NASA, our space program, and in America's strength. The absolute worst result from a setback, no matter how large or small, is people losing faith and giving up. President Reagan took great care to thank and honor the Challenger crew for their dedication, bravery, and sacrifice and to make sure the families of the crew knew that all of America had them in their thoughts and prayers.

In that speech, he didn't point fingers or call out people for failures. It was not needed and was not appropriate at that time. The disaster had taken lives away from loving families, but President Reagan would not let it take away America's faith in its space program. He overcame adversity and setbacks by acknowledging the emotions that were evident and strong and gave continued hope and vision for the future without wavering.

That was authentic, genuine leadership—and a true example of inspirational leadership as well. He acknowledged the pain, yet brought us all to a better place, which was forward looking and hopeful. We, as leaders, have the chance to do the same thing with those around us by recognizing their hurt or loss or worry, but also challenging them to rise above and look forward, and believe that nothing ends here.

Although I didn't think it was possible to hold Ronald Reagan in higher esteem, it happened that day. Not only because I liked him personally or agreed with him politically, but, on that day, he earned my trust and the trust of a nation seeking strength to lean on and renewed hope for a bright future.

And shouldn't trust be at the very core of leadership? Trust that the needs of the group will outweigh the personal needs of the leader. Trust that the goals for long-term overall progress will predicate any short-term political agenda. In the midst of a space shuttle mission tragedy, Ronald Reagan's leadership mission was accomplished and appreciated. He was sincere, trusted, and genuine. He was leadership personified.

Adjusting Course

I do not believe in a fate that will fall on us no matter what we do. I do believe in a fate that will fall on us if we do nothing.

—Ronald Reagan⁷

Of course, the future is not a fixed point, and many factors and variables are in constant motion that can help, or hinder, attainment of your goals. Even in the most carefully constructed plans there are no absolutes or guarantees. Flexibility and adaptability—essentially the ability to grow and change, sometimes painfully—must be woven into the fabric of your personal life and into your company or organization. When there's no room for change, there is no room for growth. But don't let a changing landscape discourage you or become an excuse for mediocrity or laziness. Your competition will adjust, forcing you to adjust, too.

Sometimes in personal or professional relationships, two sides can begin squabbling over their respective interests or areas of disagreement. Rather than allowing the frustration and tension to build, the approach can be changed by stopping the conversation and saying, “Let's start again.” Then restart by first covering areas where the two sides can agree.

In business you need to look for similar windows of opportunity. If part of your plan isn't working, instead of instinctively doubling down, you may want to consider pulling back and finding a different approach that may be more effective.

Overcoming Apathy

It is time for us to realize that we're too great a nation to limit ourselves to small dreams.

—Ronald Reagan⁸

Apathy settles in when people disengage from the vision. They may feel like they are spinning their wheels without making progress or that their contribution to the company's vision is not significant or necessary. Apathy is a type of adversity that cuts your support out from underneath you. If it is not addressed, it can leave you as the lonely leader of an army of none.

When President Reagan first took office, he faced a nation that in many ways had given up on being able to transform itself. People had become accustomed to high inflation and unemployment. They hated it, but because past policies had failed to fix the situation, they had become apathetic, skeptical, and disengaged. They had little confidence that the future would bring the change they desired, so they set their hopes low to avoid continued disappointment.

Then along came an optimistic, visionary leader who painted a new picture of possibility. Words mattered in getting everyone reengaged, and inspired them that the future could, and would, be different than the past. This mind-set was essential for recruiting support for and active participants in the new vision and expansive future of America and overcoming the widespread apathy that existed.

As a leader, you need to find ways to help those within your sphere of influence be successful, too. Find ways to encourage people to develop new ideas and take initiative. It is difficult for people to be apathetic about implementing their own ideas, so cultivate the free exchange of ideas between employees and then reward their creativity and initiative as appropriate.

Open the doors for candid communication and take time to strengthen commitment to the overall vision. Don't just repeat the vision like a mantra; although helpful to overcome distraction, this does not combat apathy in the same way. If people are feeling apathetic, it means the vision has lost meaning to them. Simply saying the same words over and over again likely will not bring them back on board. Fighting apathy means explaining and articulating the vision so that everyone understands how the vision relates to them, how they contribute to its realization, and what the benefits are of attaining the vision that has been outlined.

Look for leaders and champions of your vision throughout your organizational structure. Future leaders can often be identified by the way they contribute to the advancement of overall goals and vision, regardless of their position or title. Overcoming apathy can be as simple as rewarding success, and praising creative, productive effort, lessening restrictions, and unleashing creativity and enthusiasm.

Handling Crisis

Strive to be a better leader by modeling better decision making when the dangers are the greatest. Because in the end, the difference between mediocre leadership and exceptional leadership is the way you handle a crisis—finding opportunity in every challenge. Ronald Reagan truly believed that “It CAN Be Done”—both in times of ease and in times of conflict. Your goal as a leader is to identify and minimize the danger, identify and maximize the opportunity, and drive you and everyone else toward it. This life changing revelation will forever allow you to view crises differently.

Realize that when a crisis does come your way, everyone is watching to see how you will handle it. It is a chance for you to truly embody leadership excellence, realizing that everyone from your family, your friends, and your coworkers may emulate your actions and attitude in their own lives. Ultimately a crisis, and those going through it, are bound together by the challenge and have the opportunity to come out the other side of it even stronger than they started.

To do so, you have to focus on the opening in front of you, not the debris flying all around you. It is so easy to get caught up in negativity and the distractions of life, but if we are willing to commit to competitive greatness, to work smarter, but not necessarily harder, to overcome setbacks, and ultimately to show inspirational leadership, bringing people to a better place, then we have a chance for greater success. We may have to adjust course along the way, or overcome apathy, which is human nature, but that's where the leadership opportunity truly exists.

As we struggle to face the obstacles that arise each day, the successes we have had in overcoming past challenges often fade from memory. We would be wise to not only survive our challenges but learn to thrive in them; we should recognize the strategies of success that previously moved us forward and remember to apply them in future crises, realizing that the greatest opportunities can result from overcoming a crisis with character and conviction.

How exciting it is to be able to accept your role as someone who can inspire, communicate, and motivate others to be the best that they can be. When you accept this challenge, you are closer to being able to Lead Like Reagan.