Leadership and Someone Else's Problems

How are you at solving other people's problems?

Does it sometimes seem easier to you to tackle a concern of someone else, rather than one of your own issues?

Sometimes we can see with greater clarity the problems of someone else, and miss those of our own that are right in front of our eyes.

But does that mean we should go around solving other people's problems?

It may feel easier to solve someone else's problems but trying to do so may not help either of you.

It's usually better to help, rather than take on, the issues of another person.

How can you make yourself available to help, without assuming responsibility or ownership?

High performance leaders sort that out, and help when they are needed while letting other people learn what they need to learn to move forward in their mission.

It's not always easy -- that's what makes it so wonderfully valuable.

-- Douglas Brent Smith

http://frontrangeleadership.com

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A Promise or A Plan?

Which would you rather have -- a promise, or a plan? I love promises. When some people make a promise to me I know that it is as good as done. They are reliable, trustworthy, hard-working creative people who keep their promises. I'll take a promise from them any day. Promises can be problematic sometimes, though. Some people are not so skilled or willing to keep their promises. They may make a promise to move forward in the conversation (possibly because the conversation is deep enough to cause some discomfort) and yet have no intention of keeping that promise. That's not helpful. That's not what centered leaders are looking for. That's not how centered problem solvers operate. Promises are great and I'm also interested in the plan. What exactly are they promising to do and when will they do it? What's the plan? Picking a promise over a plan is a risky way to solve a problem. Problems respond better to the actions completed in a careful and thorough...

High Performance Leaders Combine Courage and Compassion

What do people look for in a leader? I believe that there are four key strengths that leaders must develop: clarity, courage, creativity, and compassion. As leaders we should develop these in connection with each other. I was thinking about this as I was leading a workshop on controlling chaos yesterday. When we are leading our way (and others' way) through difficult situations it is no time to be shy. It's not the time to sit back and wait for something to happen. It's not the time to get passive. High performance leaders make their expectations clear. They raise the bar. They look for people to give their best, speak up, and be assertive. It's easy to go over the edge, though. It's easy to fall into an extreme. Leaders do it frequently and are often portrayed in the media as strong and confident even though that occurs at the expense of other people's self-esteem and well being. Centered, high performance leaders do not lead and achieve at the expense ...

More On Learning

Even brilliant minds sometimes fall behind. Keep learning. I say it a lot, and yet can't say it enough: keep learning. That's a note to self as well as anyone else. What have you learned today? -- doug smith

Lead By Example

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One Generation Behind

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Nothing Left to Give?

Saying that we did the best we ould and actually DOING the best we could are NOT the same and does not fool anyone. You'll know for sure when you did the best you could when there is nothing left to give. -- doug smith

Focus First

Ambition without vision consumes everything around it. -- doug smith

High Performance Leaders and Emotions

Are you an emotional leader? I had a boss once who put his fist thru a wall. He got lucky. If he hits a stud, it's a broken hand, at least. But he hit pure dry wall and his fist went right thru. He was making a point. I don't remember what his point was, but it was obvious that he was angry. He was also out of control. Leaders can't afford to look out of control. Scare your team and they'll lose productivity faster than you can say "update the resume." I've lost my temper, too -- but never put my fist thru a wall (at work. I did once in college in the apartment where I lived, but that's another story. Oh, yes I did fix the hole.) Sure, leaders can have emotions. But if our emotions get out of control they get in our way. Our teams panic. Our customers walk. Our families cringe. I'm not advocating any kind of flat line robotics here. Enjoy your emotions. Cry. Laugh. Cuss if you need to. Enjoy the joy that's there in lif...

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Are You In The Mood for Problem Solving?

Have you ever noticed people getting grumpy, just when they need to be at their best? Problems can bring out the skepticism in us. They can rankle our intentions and sour our mood. When that happens, don't deny it. Experience it. Let it find you in the moment and then let it go. Are you ready? Let it go. We can solve more problems in a good mood than we can in a sour mood. While we can't force a good mood, there's not much benefit to holding onto a discontented one. It's served its purpose once it has your attention. As a problem solver, it's time to move on. If your role is the leader in the problem solving effort, it's time to create a better space. Bring some things into the environment to build more comfort, trust, and energy: - food - water - soft music - light - warmth - confidence - acceptance - appreciation What else could you bring? What works best for you? What would work best for your group? Sour moods serve their purpose -- but...

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