Gary Winters

Coach  Workshop Facilitator Author

What Mickey Mouse has to do with taking the mission seriously, and yourself lightly.

In an earlier post, I offered Seven Simple Rules for Leaders. The fourth one is Take your mission seriously, and yourself lightly. Let’s discuss.

I once facilitated a large conference for a company which was in the middle of some very serious challenges from competitors. There was a feeling of “doom and gloom” in the organization, so a conference had been called to get everyone in the room and give them the latest information. If they didn’t turn things around soon, there would be no company very soon.

It was serious stuff.

The conference was set to open. We were in a huge ballroom with several hundred employees gathered. The buzz wasn’t exactly empowering. Far from it. The first speaker or two gave some heavy PowerPoint presentations, sucking a lot of oxygen out of the room. Everyone looked like someone had just died.

It was time for the CEO, Jim, to come to the front of the room and address the crowd. But where was he? As the facilitator, I was getting pretty nervous. He hadn’t arrived before the conference, he hadn’t mingled with the group, and (most important to me, at least) he hadn’t even met with me that morning to go over the final agenda for the event. And now he wasn’t even there!

As the last of the first three speakers (all senior executives) began to wind down, my heart rate began to speed up.


The speaker concluded his remarks, and the room grew silent. I didn’t know what to do. Jim was supposed to simply be standing on the sidelines waiting his turn to speak. But there was no Jim. And no way for me to gracefully leave the stage and go look for him.

The silence continued. It seemed like minutes, but it was probably only one or two. Suddenly a door to the ballroom flung open, and in bounded someone wearing a Mickey Mouse costume.

What on earth? I wondered.

“Mickey” wove through the crowd and made his way to the stage. Everyone was taken aback. What was going on?

He found his way to the lectern, and gazed out over the audience. Taking the microphone, he said, “For those of you who don’t know me, I’m Jim, and I’m the CEO of this Mickey Mouse outfit!” Only then did he remove his headpiece.

Laughter rolled over the crowd. They were stunned, surprised and delighted. The mood shifted immediately as Jim began to speak. I watched in amazement as he delivered a very sober, compelling presentation, without notes, and without any slides or other visual aids, about what was going on in the company. And he did it wearing his Mickey Mouse costume throughout. He set the expectations for the conference. (Actually, it would be more accurate to say he “re-invented” the expectations for the conference.)

He concluded by reminding everyone of this compelling notion: Let’s our mission seriously, but take ourselves lightly.” Don’t take yourselves too seriously, he said. After all, no one else does!

As Julia Cameron, in the book Walking in This World, says,

“It is one of the paradoxes of the sustained creative life that the more lightly we take ourselves the more serious work we will probably be able to do.  The more we bear down on ourselves, the more constricted we will feel, and the more vulnerable we will be to creative injury.”

Roz Trieber, on the blog HumorFusion, notes that…

A sense of humor is deeper than laughter, more satisfying than comedy and delivers more rewards than merely being entertaining.  A sense of humor sees the fun in everyday experiences.  It is social criticism.  It reassures the insecure.  Humor is the reaction to tragedy, surprise, ambivalence, incongruity, the weapon of the underdog, and release.  As Lily Tomlin so aptly put it “Instead of working for the survival of the fittest, we should be working for the survival of the wittiest, then we can all die laughing.”

So, here’s the serious point: Take your mission seriously, and yourself lightly.

And that’s an order.

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.