The First One To The Truth

How important is truth to leadership?

Radical, no holds barred, no little-white lies, no spinning truth. . Truth that is presented with the facts and feelings exposed. Numbers that tell the complete story. Stories that don't shade the numbers. Trusting in your people, telling them what exactly is going on in your organization and where you think you are headed will gain you so much equity and trust in itself that it will more than out shine any risk you see associated with it.

Leadership without a hidden agenda is what people expect. How are you at delivering it?

Your team members want the truth. They want to know what you're thinking, what you're planning, and what you have as a strategy for your organization. Have you told them?

When leaders hide the truth, they get into trouble. When leaders spin the truth, they delude themselves far longer than they ever can fool anyone else.

What is your approach as a leader to learning, understanding, and sharing the truth?

It's critical. There's no ducking it. The truth will always bubble to the top anyway, as I've shared before. Embrace the facts and talk them thru. You may find disagreement. You may find misunderstanding. You may find conflict. But finding the truth and sharing it is key.

The first one to the truth wins.

-- Douglas Brent Smith

http://frontrangeleadership.com

Comments

Measures Matter

Some people measure quantify first and quality later. Some people measure money first and impact to the team later (not even second!). How you measure productivity might determine your character and your reputation. Put people first. -- doug smith

Your Reputation

More authority means higher levels of responsibility. More power requires more service to others, not less. What you do with your power is who you will be known as. Also, how you use the power you have creates who people will remember you as. How do you want to be remembered? -- doug smith

What You Need

Use what you've learned to become what you need. -- doug smith

New Ideas

New ideas won't break you but they can make you bigger. -- 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

For example

Get good at something that won't obsolete itself. For example: emotional intelligence creating great conversations encouraging people leadership What would you add to the list? Which ones are you developing? -- doug smith

Decide

What do you want? Are you getting what you want? Intention is direction. Decide. And, then go. -- doug smith

High Performance Leadership Combination

We can rationalize anything without making it justified. Leaders should always ask: who is this good for other than me? High performance leadership does NOT mean performance at any cost. It means performance that serves a noble cause while also benefiting people. High performance leadership is a combination. Results without relationships are shallow and temporary. Take care of both, and you'll be a high performance leader. -- doug smith

Start With Kindness

When you start with kindness you don't have to stay there, but you probably will. It works better for others. It works better for you. If you're human, you'll probably relapse. It does take practice to stay the course. The course starts by starting. When you start with kindness, it becomes more naturally the way. High performance leadership develops from the core leadership strengths of clarity, creativity, courage, and compassion. Build one of those strengths today thru some act of kindness and the others will get stronger as well. -- doug smith

The Problem With Compromises

Think about the last time you compromised on something. Whether it was a big compromise or a little compromise, how do you feel about it now? While we often call it "meet in the middle" it seldom does. Compromises are not automatically fair, no matter how implied that fairness is. Someone usually gets more out of a compromise than the person they are "compromising" with. If the low end is you, you don't like it -- and you remember that. If the top end of the compromise is you, you probably forget all about it even though the inequity simmers in the background. Compromises must be constantly revisited because they are inevitably unfair. If you get the chance to balance things out, your relationship will prosper. If you miss that chance, the relationship will suffer. What's your choice? -- doug smith

High Performance Leadership

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