Pain and Paint Guns

In the Boulder edition of Craigslist last week was an ad for an actor with the capacity to withstand physical pain. Why would an actor need to withstand pain in a role? Because this actor will be portraying an investment banker. If that’s not enough to bring the wrath of the audience on the actor, there will also be paint guns – fully loaded and aimed at the actor.

The actor will have protective gear of course (which is more than the investment bankers from the major banks living on life-support right now had given to those of us now holding incredibly shrinking 401-Ks) but in this art performance piece is sure to take on some of the overflowing anger we feel at our shrinking economy.

How did common sense fail the executives of some of our biggest companies? How could they not see the folly in insuring your own losses, in attaching derivatives and poor mortgage risks and over-leveraged assets to their books without any plan for risk control when the cycle trended down?

Did they even factor in a down trend? We all should have seen the housing bubble bursting – it had been predicted prominently many places. What goes up MUST come down, with gravity AND with capitalism. Free market or not (and isn’t it interesting how so many free market economists have become practically socialistic in their grab for bail out money?)

High performance leaders keep an eye on risk at all times. Optimistic leaders know in their hearts (and in their minds) that every opportunity includes risks, and how you handle those risks determines the reach of your opportunity. If you go down in flames, will you take others with you? Will you take down the whole team, the whole division, the whole company, the whole economy?

Leadership requires a realistic clarity around future scenarios. Every strategic decision includes risks and effective leaders regard that risk with respect and a healthy dose of fear. Leaders need courage, but unless they balance their courage (and fearlessness) with clarity they are doomed to devastating surprises in their results.

I once had a boss who said “give me anything, but don’t ever surprise me.” Maybe those words had more meaning than I’d ever imagined.

Leadership Questions

What are you doing to assess your strategic risks with real clarity?

As a leader, what are you developing right now that will help your team recover from previous mistakes?

What is your strategy for dealing with mistakes?

How do you define clarity?

-- Douglas Brent Smith

(The paint gun goggle's image comes from the online catalogue at Paintball Discounters.)

Comments

Now Means Now

How do you feel when someone says that they will do something right away, and then they don't? When I say "now!" I mean immediately, and without over-thinking. never under estimate the temptation to overthink (I think I just did!) When is now? How about now? -- Doug smith Looking for leadership training? That's what I do: doug smith training

Get Going!

What goal are you working on? Maybe you don't spend every minute of every day working on your goals. I certainly don't. But when I do work on my goals they propel me forward. They get me going. Find your favorite goal. Work on it. Even if you start with the smallest task. Put one task after the other like little steps leading to a lofty elevation. Goals get us going. Because standing still goes nowhere. -- Doug Smith

Start With Decisions

Do you share leadership? The most powerful teams share leadership responsibilities AND attitude. When you develop a team where people feel empowered to take charge, take responsibility, and take ownership you then no longer need to do all the difficult work. Delegation becomes easier. Collaboration feels more natural. Start with decisions. It's fast and easy as a leader to make all of the big decisions, but when you include your team in the conversations it takes to gain mutually shared understandings and collaborative decisions, you no longer have to "sell" your decisions --- people simply know what you as a team have decided and act accordingly. No passive aggressive resistance, no passengers on your team "bus" -- just fully engaged team members. Start with collaborative decisions. The rest will be much easier. -- Doug Smith

Promise and then Deliver

Be careful what you promise to gain a new customer. They are only new for a day. After that, expectations continue even if you forget your promise. Be careful what you promise. Do you have what you need to give your customers what they want? Because probably, what they want, is what you've promised. -- doug smith

Personally

Improving performance does require us to take our work seriously. But it does not require us to take ourselves too seriously. Taking things personally is a waste of self-esteem. -- doug smith

Solving Problems Requires The Courage to Tell The Truth

Can a problem be so tough that we deceive ourselves about solving it? In any problem there is a temptation to soften the edges, smooth the rough spots, to paint a better picture than we see. Sometimes we take sides and spin the truth in favor of our side, even when that contributes to a conflict or problem. We can do better than that. Solving problems together requires the courage to tell the truth as you see it. Not our version of the truth. Not our ideal of the truth. The truth as it exists, weak spots and all. If we want to clearly analyze a problem, we must be willing to see, and tell the truth. -- Douglas Brent Smith

Don't Jump!

I do it. You've probably done it, too. It gets us into trouble misinterpreting and reaching false conclusions. Slow down. Ease up from that jump. Stop that jump to conclusions and you'll avoid many big falls. -- doug smith

Life Never Stops Teaching

Which learning curve are you climbing? The lessons keep coming. When we keep growing, our energy sparks with new creativity, new courage, new compassion, and new clarity. When we keep growing, life's adventure brings more smiles than troubles. High performance leaders make it a point to keep learning. That means taking on the tough assignments. That means listening to the needs of your team and building on their ideas. That means constantly debriefing, decoding, and deciding. There's a lesson in all of this somewhere. Centered leaders find the lesson and grow. Life never stops teaching. What have you learned today? -- Doug Smith

Focused Truth

Focused leaders have zero time for inauthentic messages. They tell the truth unconditionally and insist on the truth consistently. Be a leader who can handle the truth. Be a leader who tells the truth. -- doug smith

Solving Problems and Perspective

Have you noticed how much our ability to solve problems relies on our perspective? Sometimes we get too tight to think. Sometimes our thinking is so narrow that even the walls seem to close in on us as we struggle with a persistent problem. It costs almost nothing to take a fifteen and think it over. Talk with a trusted friend. Maybe the conversation will be about the problem at hand or maybe it will be about something else. Take a break. Many problems look smaller after a cup of coffee and a friendly conversation. Isn't it worth a try? -- Douglas Brent Smith Workshops and Teleclasses for Front Line Supervisors

High Performance Leadership

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