High Performance Leadership

Are you comfortable with ambiguity? I'm not a fan of not knowing, but I've learned that sometimes I just don't know. Try as I might, I don't understand what is going on with a customer, or a team member, or a boss.  The effort to understand everything will always leave gaps. Closing those gaps could take a long time. In the meantime, keep working. -- doug smith  

The problem with bad service is that it creates bad customers. Solve your service problem or the problem customers will multiply.  -- doug smith

Incremental goals make geometric goals possible. Little goals get giant goals going. Whatever your goal is, break it down into something small enough to do right now. One step forward is all you need to get going.  - - doug smith

  What can be possible right now? Is there a problem facing you that you've been avoiding because it feels like there are already just too many things going on? It's easy to fall into an "all or nothing" mindset where, unable to solve ALL of the problems we manage to solve NONE of the problems. That there are too many problems to solve them all shouldn't stop us from solving the ones we can. If what can be is one solution to one problem that is a wonderful place to begin. -- doug smith

Build things that people need and you'll always be needed. Just remember, you may have to change how you build those things.  People's needs change and those needs are often more complicated than they seem. There is also a power difference between "classic" and "obsolete." As hard as it is, leaders need to navigate that difference. Build things that people need -- practical goods. And keep improving how you do it. -- doug smith   

There's no avoiding competition -- or at least, when you do avoid it there could be unsavory side-effects if it's there anyway. Even when we prefer, and manage to facilitate collaboration and cooperation INSTEAD of competition there will still be some competition blending into the mix. It's part of who we are. It's largely how we operate.  I didn't invent that, I just navigate it. How about you? Whether we are collaborating or competing we should do it with respect. There's no reason to disparage the competition.  Calling your competition names just makes you a name-caller. It doesn't make you a better competitor. So go ahead and compete if that's the nature of your game. But mix a bit of collaboration and cooperation in there and see how that improves your results.  Your support team just might be larger than you think! -- doug smith  

Why would a happy person ever harm anyone? I don't think that they would. When we are happy, content, and at peace any effort to disturb or harm anyone else will just disturb or harm ourselves as well.  When we experience someone trying to disturb or harm us we can be sure that they are already in pain. Fighting back might seem valid, but will it help? What if we helped heal the pain at the root?  Difficult people did not become difficult randomly. Something, in need of healing, caused it. -- doug smith

Do you enjoy success? If that seems like a silly question (Of COURSE I enjoy success!) think about it from another perspective.  Sometimes we can taper down our enjoyment and appreciation of something because we know it's not perfect yet, and how can we be happy if it's not perfect? I do that somethings. It's not helpful. OF COURSE  it's not perfect: nothing else and nothing ever will be. There are no perfect people, processes, performances, or plan. If we wait for perfection, we'll just keep waiting (and probably without gaining ground...) Let's do both. Let's enjoy our current level of success and achievement while also working to improve it. Performance must constantly improve, AND we can enjoy our exiting improvements. -- doug smith  

It's not the problem that upsets you, it's not getting what you want. Get clarity about what you REALLY want, and then work relentlessly to get it. If it was easy, how much fun would it REALLY be? -- doug smith  

If what you want is impossible, want something else. -- doug smith  

The art of leadership is understanding the opposition. -- doug smith