Discover the Absolute Truth

How can you tell the truth from the near-truth?

We are surrounded by near-truths - things we don't dispute because they seem reasonable and don't get in our way. We pay unfair taxes. We tolerate poor service. We spend our time on activities that don't always interest us. And, we do these things (and hundreds of others) without question because, well, it's just easier. We convince ourselves that it's part of our lives. We accept near-truths over the hard work of examining, analyzing, and solving the petty problems of life.

What if we didn't approach near-truths with acceptance? What if we challenged them? What if we assertively held to our vision and values even when it meant saying "no" to someone who did not want (or expect) that as an answer?

That would take courage, wouldn't it? That would take creativity to find a way to do it with respect. That would take compassion to do it without creating harm for others. That would take clarity around what is true.

Discovering the absolute truth dramatically clarifies the possibilities and the solutions to a problem.

It takes the fog out. It opens the more impartial lens and removes the filters. It's invigorating. It's dangerous. It's necessary to focus on what matters most.

What matters most to you could be different that what matters most to me, or to your partner, or to your team. My central question here is: do you know what it is? What matters most to you? Is that your focus? Does that clarify truth for you and help you eliminate automatic acceptance of near-truth?

-- Doug Smith

High Performance Leadership: Solving Problems. Achieving Your Goals.

doug smith training: how to achieve your project goals

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Ask The Question, Still

Every unasked question leaves room for erroneous assumptions. Ask the question. -- doug smith

What You Need

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

Who's Misunderstood?

When someone is disappointing you they may have misunderstood your intentions. (Or, maybe you have...) The challenge to misunderstanding is that we seldom understand that we have understood. The illusion of truth is as strong as steel. Disappointment, originating in unmet expectations, requires clarity to be cured. Clarify your intentions. Clarify your expectations. Clarify, and confirm. What do you think? -- 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

Nobody Is Interested In Excuses

Imagine this - you've been expecting someone on your team to complete an important task. The deadline is looming. You're ready for the deliverable at any time, and then...and then they start the list of excuses why they can't complete the task. No fun, right? Not acceptable, true? True for you, and true for others who rely on you as well. Leading for success leaves little room for excuses. When I worked at Whole Foods one of my bosses once said, "we live in the land of no excuses." It was true there then, and it's true here now. Nobody is interested in any excuses. -- Doug Smith

Growing

Mountains never stop growing; why should we? It came as a surprise to me to learn that the Rocky Mountains are still growing. Trimmed a bit by years of erosion, they are still poking their way skyward and changing in the direction of growth. As leaders we find ourselves faced with the dynamic between growth and erosion, life and decay. Standing still leads to the less desirable choice. Growth requires our attention, our efforts, our drive. Growth requires the courage to step forward, the creativity to find new ways of dealing with challenges, the clarity of purpose to know which direction you are growing in and the compassion to forgive those who slow you down. What are you doing to spark your leadership growth today? -- Douglas Brent Smith

Not Too Many Goals

How many goals should you have? Is there a limit? I've known people who said that they had a hundred goals. They were working their way thru the list and checking them off one by one. Good for them. I could never do that. It's too many. How do you even keep that many straight? How do you build energy for them? Some people call a list like that a bucket-list. If that's what it is, it isn't so much a list of goals as plans for experience. That's very different. Goals require work. Goals require attention. Goals require a level of focus seldom afforded anything else. The discipline that takes limits the capacity anyone has for setting goals. We can only do so much. Of course, we aspire to do more. Of course we put lots of stretch into our goals and our list of goals. But, we can only do so many. I can't tell you what that number is. I find that 5 goals a day is a good number for me. Five achievable goals for each day and another 3 - 5 major goals that ca...

Does Punishment Work to Motivate People?

Do you believe that people only respond to two basic motivations, punishment and reward? If that's the case, then punishment should be an effective motivator, right? People will do whatever they have to do to avoid punishment, right? Maybe. Fear certainly does effect behavior. A strong leader may create an atmosphere where people will do what they are expected to do to avoid punishment. Fear may prod some people into towing the line. They will do what they are told to do. But, they will likely do no more. Fear creates a lowest common denominator mentality. Of course we do not want to be punished so of course we will do whatever it takes to avoid that punishment. Sometimes, whatever it takes creates side-effects that leaders don't want, don't count on, and don't deal with effectively. It can spiral into an non-virtuous cycle of failure. No leader really wants that. Here's one of the biggest problems with leading by punishing: P eople find ways to get even with those ...

Both are Needed

Forgive mistakes, but give the feedback. -- doug smith

High Performance Leadership

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