What are your patterns of success?

When things go right for you, really right, what makes that happen?

When you are at your best, what did you do to get there?

We each have our own individual patterns of success. There are things that each of us do -- distinctive and individual, that create the conditions we need to do our best. We don't always do that of course -- which is often the source of our struggles, the reasons we falter, the regulators on our engines. When we can discover what makes us hum, what gets us into that flow, what brings about our success -- then we stand a much greater chance of LIVING there, of creating it whenever we want to, of performing at our best.

And isn't it everyone's job to perform at our best?

Individual performance often follows an individual and distinct pattern of success.

Here are some ways to discover your pattern of success:

1. Think about the times that you created the most success. What lead you to the results that you achieved? What things did you do with more intensity or frequency than usual?

2. Ask someone you've worked with more than a few times what they think are the keys to your success. What do they see you do when you are doing your best?

3. Keep a journal of your projects. Makes lists of what works (and that you'd like to do more of) and what you should change next time. Stay rigorous with this, there is a wealth of knowledge available from asking those two questions

What are your patterns of success?

-- Douglas Brent Smith

You can explore your patterns of success and build the skills you need to achieve them more often in our workshop Improving Performance. Contact us today to schedule a session at your location.

info@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

New Ideas

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

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

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

Show Up!

"You've got to be there. Big decisions are being made!" my former boss told me a long time ago. "If your voice is in the room you might be heard..." It was good advice then and it still is. Show up. When there's a goal you're working on and an opportunity appears to advance that goal -- show up. When changes are being made that will affect you -- show up! When it matters to you -- show up. You won't always get what you want by showing up, but you never will if you don't! -- 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 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

Decide

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

High Performance Leadership

Search This Blog