Creating Alignment

What is the connection between your actions and goals?

How do your goals connect to your overall mission and purpose?

Do you have a sense that what you do matters and gets you closer to accomplishing what is most important to you?

High performance leaders align their actions to their goals and their goals to their mission.

It's how they get things done that matter.

It's the filter of success. Does that task that someone is asking you to do contribute to your purpose? Then do it. If it doesn't, negotiate another path, another step, perhaps another set of hands to get it done.

Our time is too valuable to spend it on anything that does not contribute to our happiness, and our happiness is largely dependent on doing what matters most to us and that contributes to the well-being of others.

We can run, we can hide, but without that alignment of action, goals, and mission how will we ever reach our potential?

Alignment creates that guidance that we need in times of uncertainty. Alignment clarifies our focus and leads us forward. Like a beacon of light in the fog of night, alignment helps us stay the path and navigate our way thru unending challenges on our way to success.

When has alignment made things easier for you? Wouldn't you like more of that?

How will you clarify your alignment today?

-- Douglas Brent Smith

Leadership Training for Front Line Supervisors

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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

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

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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