Professional, Patient, Persistent, and Powerful

Professional, patient, persistent, and powerful.

Those are four traits worth focusing on as a leader. Combined with what it takes to be a centered leader (courage, compassion, creativity, and clarity) these four "p's" can drive a leader forward in performance and results.

Are you professional?

Paying attention to details, keeping an appropriate appearance for your line of work, meeting deadlines, installing quality, treating others as the professional you aspire to be -- these are all marks of leading as a professional. What would you add to the list?

Are you patient?

Leaders are often faced with difficult situations at exactly the wrong time. Without surrendering to lower standards, leaders must remain patient with people and circumstances. How else should leaders demonstrate patience?

Are you persistent?

Patience begs persistence. While high performance leaders have the capacity to remain patient under stress, they are also doggedly persistent. Nothing should stand in the way of remaining true to your values, your vision, your purpose. Leaders need to be persistent with standards, goals, and optimism. What else can you think of that requires a leader's persistence?

Are you powerful?

Where does a leader's' power originate? It's not only in position or authority (although that is certainly a factor in most organizations) and it's not only thru influence. A leader's power also comes from character -- what makes the leader unique and also noble. Filled with integrity and strong in principles that allow a leader to remain centered while balancing the critical qualities of courage, creativity, clarity, and compassion. Can you feel your own sense of power? Where does it come from? Where will it take you?

Spend some time today reflecting on how you develop and utilize the four "p's" in your life as a leader: professional, patient, persistent, and powerful.

Comments

One Kind of Choice

It is not always the answer, but surprisingly often it is: It's easier to hire a motivated worker than it is to motivate an unmotivated one. That's not the end of the story. It could be great hiring advice though. Whatever the technical skills are for people you are interviewing to hire, be sure to ask some questions about motivation that can't be answered with a yes or no. Questions like: When were you the most motivated in your life? What kinds of work motivate you? What's your approach to a work day when for one reason or another you don't feel very motivated? If you had been here for one week, what would we see that shows us how motivated you are? Start there, and follow-up with more questions. Give each candidate time to convince you whether or not they will bring motivation to your organization. You can teach people almost anything, but it's always easier if they are already motivated. -- doug smith

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...

What to Blame

It's better to blame the product than it is to blame the customer because you cannot fix the customer. -- doug smith

Win The Game

It would be nice to win the game. But, do you ever feel like you're in a game that keeps shifting the rules and making it easy to make progress but impossible to win? You've probably noticed lots of game elements creeping into service. Points, incentives, expiring coupons followed by new expiring coupons, leader-boards...on an on a relentless attack on service comes from playing a game designed -- you guessed it -- to maximize profit. If the customer is happy, fine, but the point is to make money. Not to put too fine a point on it but that's a lousy point. What if there could be something better? What if customer service excellence became playing a game where the customer always wins and that makes you happy? You don't have to. "give away the store" to achieve a winning game for all of the players. Just stop stacking the rules against customers and watch how much more they will want to do business with you. -- doug smith

Create Clear Expectations

Do your team members know exactly what you expect? It seems like such a simple thing, and yet so many supervisors miss this opportunity. They expect people to know their expectations. We can do better. We can be clear about our expectations. Communicate to your people your standards, your criteria, your expectations. Let them know what you want. Who knows? They'll probably deliver. -- Doug Smith Are you looking to develop the supervisors in your organization? Bring our two-day workshop, Supervising for Success in to your location. Contact me for details: doug@dougsmithtraining.com

Strong Self-Esteem

How do the people on your team feel about themselves? How about you? How do you feel about yourself? Self-esteem matters. The way we see ourselves influences the work that we do. If you want healthy, vibrant, vital work from your team, why not make sure that the way that they think about themselves is strong? There are few things stronger than healthy self-esteem. To strengthen self-esteem among your team members: Appreciate good performance by providing specific compliments Spend time talking one-on-one with team members just to let them talk about what interests them Smile The list is longer than that of course, but start with those three things and you'll like the results. And that is good for YOUR self-esteem, isn't it? -- doug smith

Dump Anonymous Feedback

What's the problem with anonymous feedback? The list is long. When people can say anything they want, without any accountability, they are sometimes rude. The feedback becomes exaggerated. Not knowing what to do with it (who do you try to please?) it frustrates the person receiving the feedback. Anonymous feedback encourages anti-social comments. It opens up a level of venting that is not healthy for either party. And, rather than building relationships, it tears them down. The best place for anonymous feedback is the garbage. It's too easy to be negative when no one knows who you are. Hold people accountable. Teach them that two-way communication is responsible, respectable, and useful. Let's keep the trash talking on the basketball court and build relationships of worth at work. -- Doug Smith

Keep Growing

Photo by Brian Miller How do you handle setbacks? I've had some big setbacks lately, mainly on the interpersonal side of my life, and I'm rolling with them. Evolving. Growing. But growing can hurt, and before you get to the top of the soil the garden looks really dark. Keep growing. Challenges I've never expected have emerged, pushing and shoving me around like some stranger in a subway. The tunnel is long and dark and cold. Keep growing. Work waits to keep some level of focus. Friends call and help. Crap keeps flying and even Facebook feels like a persecution chamber when things have turned against me. But I remember... Keep growing. Life's most difficult moments are not requested. We don't savor them. We don't celebrate them. But given the awareness to discover what led us to this point and what we can learn, we can grow. Keep growing. I'm hoping you are having a great week my friend. I'm hoping that you are learning and achievi...

Side Hustle Blues?

As a leader, do you ever sing the side-hustle blues? That's when your team seems distracted because they're tired from working multiple jobs. When I worked in food service it was all around me: team members who were already wrestling with variable schedules and also juggling multiple jobs. Maybe because they enjoyed their other gigs -- like the musicians, actors, artists, and writers on the team. Or maybe because otherwise they couldn't make ends meet so there were the side-hustles in driving, delivering, retailing, and add-on food service shifts. People are wonderful and their potential is unlimited but their physical selves are not unlimited. Which can bring on the side hustle blues when people are tough to schedule, hard to motivate, and just plain tired. You'll never eliminate the gigs that team members enjoy, nor should you. Those are not the ones really sapping the energy as much as those that they are in only for the money. Employees won't need an only-for-t...

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

High Performance Leadership

Search This Blog