Skip to main content

Centered Leaders Use Setbacks Positively

The trouble I have with setbacks is that I usually make more of them than is necessary. I interpret the results, which distorts the facts, which increases the feelings, and then it feels like a mess.

It does not have to be that way.

Setbacks create opportunity. Maybe a situation didn't turn out the way we planned. New facts abound. Something must be done. We might need to focus more carefully on our mission and our goals.

But it's a setback, not a disaster.

Centered leaders use setbacks to pivot toward the direction of their mission.

It's not a time to agonize. It's a time to change. Positive change.

Here's something positive I'd like to share: for every setback I've experienced (and there have been plenty) within a year of that setback I feel better, stronger, happier than ever. Not at first. Not even in a week. But by keeping my goals in view and my heart moving forward and my mind positive, better things happen.

Think about one of your setbacks from long ago. Aren't you stronger now as a result?

So let's stay positive. Let's pivot. And let's keep working on those goals.

-- Doug Smith


Comments

  1. Learning to let go is one of the toughest things for me. I marvel at the quarterback who throws an interception and comes back on the field at the next opportunity and has completely moved on. Or the athlete who after a devastating loss, shows up the next day to compete again....fascinating!

    ReplyDelete
  2. Yes, that kind of resilience and stamina is to be admired! And, isn't that so often the differentiator between success and failure? That willingness to pivot away from the distraction of the setback and back to the goal, back to the mission. I'm sure you've done it hundreds of times, David!

    ReplyDelete

Post a Comment

Popular posts from this blog

The Benefits of Supervisory Training

When was the last time you had any leadership training? How often do the supervisors in your organization get training? If you are like most organizations, it's never enough. Some teams go without any supervisory training at all and expect supervisors and managers to learn as they go, on the job. Unfortunately, while it is memorable to learn from your mistakes, it comes at a high cost. People get tired. People leave. Important accounts go away. Customers complain. And teams struggle without the skills and knowledge it takes to build cohesive teams that are capable of solving problems, improving performance and achieving goals. Admittedly, I can be expected to support training since I'm in the business. Still, take a closer look at your own leadership career and decide for yourself. Are leaders better off with more training and development or with less? Supervisory training can generate benefits that pay off long after the training is over. Here are just a few of the things sup

Let Them See You Work

If you can't seem to hire good performers with a solid work ethic, you might need to develop them. Maybe start by showing them what that looks like, or as John Maxwell has said "Know the way, show the way, and go the way." You know, walk the talk. I know a LOT of leaders who complain about work ethic. Maybe they need to let their people see them work... -- doug smith  

Start Positive

I went thru a grumpy period in my life. It was like a rut that was so deep no light could get in. It fed on its own bumpy grumpiness until that's all I could feel. Yuck. Forget that now. Now, I start with a positive thought. I could be wrong about finding the silver lining, but I've learned that I won't see the silver lining unless I look for it, and that's the place to start. Even the smallest positive effort has a positive impact. Let's start there. -- doug smith  

Freedom and Responsibility

Freedom without responsibility produces more harm than good. Responsibility without freedom sparks certain revolution.  High performance leaders don't FIND the balance, they CREATE the balance. Start by listening. -- doug smith

Perfect Relationships

Is your partner perfect? Are you? I've made enough mistakes in my life and in my relationships to know that the search for perfection is illusive at best and at worst, frustrating. There are no perfect people out there waiting for us, to fall in love with us, to fix us, to bring us what we need, to fulfill our dreams. But that's OK. In fact, that's wonderful. We don't need a perfect person in order to create love. Love creates the perfect person. -- Douglas Brent Smith

Celebrate Progress

  When was the last time that you were frustrated in trying to learn something? If you can't remember, maybe it's time to learn something new -- something tough and challenging. Truly worthwhile endeavors are often struggles. The satisfaction comes not only in the final result, but also in the progress toward that final result. The best way to avoid a sad let-down once a goal is achieved is to enjoy the journey all the way thru. Celebrate your progress! Not so much that you feel finished, but enough so that you feel able. Celebrate progress, and then keep on progressing. As that beat poet and philosopher Harry X. Tudas once said, "Feel in the groove but continue to improve." -- doug smith

Be Demanding, Not Demeaning

Are you a demanding leader? The good news is that people like to be challenged. They won't ever ask you for it, but they enjoy the feeling of accomplishment that is only obtained by tackling something tough. So you can be a demanding leader. As long as you are respectful as well. No one, absolutely no one, wants to work for a demeaning leader. Someone who insults your integrity or your character is no fun to be around -- and even worse, is not effective. As a motivator, demeanors diminish rather than build. No insults. No lost patience. No anger. Persistent, gentle prodding. Strong instructions and insistent follow-up, yes. Insults - no. Leaders can be demanding without being demeaning. Go for it. -- Doug Smith

The Five Qualities of Successful Leaders

What makes a leader successful? There are many lists. Sometimes the lists go as high as 100 qualities. Sometimes they are fewer competencies but still too many to remember and too many to clearly assess on a personal basis. It's part of the difficulty of taking a 360 evaluation and making sense of it. I like Adam Bryant's approach of focusing on five key leadership traits. We can quibble about which five leadership traits matter the most, but this is a workable list. My own work has also identified five leadership traits that I believe clearly shows the strengths needed and how great leaders use their flexibility (or centeredness) to optimize their use of those strengths, even though we each vary in which strengths we use the most. It is built on the work of centuries of personality sorters and bears similarities to several prominent ones which focus on four traits. I see these four strengths as Clarity, Courage, Creativity and Compassion. The fifth s