Trusting Someone

Do you have someone you can tell anything to?

Are you also willing to listen to anything that they have to say to you? Even when it is about you?

Centered leaders build the kinds of relationships that are filled with open and honest communication. And some of those relationships are more meaningful, more close than others. Since leaders require honest feedback -- the kind that doesn't spare any feelings because the feelings are already secure -- it's important to build a relationship with a trusted advisor. Someone you trust more than anyone else because you are sure that they always have your best interests in mind.

A trusted advisor is reliable even when you disagree.

Reliable as a friend. Reliable as unselfish in the moment. Reliable in looking out for your best interests.

And when you disagree you can do that with respect, with compassion, and with honesty. It's possible that your advisor is wrong. And isn't it also possible that they are right?

-- Douglas Brent Smith

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A Promise or A Plan?

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High Performance Leaders Combine Courage and Compassion

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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

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One Generation Behind

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Nothing Left to Give?

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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...

High Performance Leadership

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