Get Through Your Filters

Did you ever put the wrong glasses on?

When I used to wear prescription glasses I had a vast collection developed over the years with varying degrees of prescription. If I put the wrong glasses on, I couldn't see so well. The filters I relied on distorted, instead of helped.

I don't even know why I kept all those old glasses. They weren't useful anymore. Maybe they reminded me of sights I'd seen before. Maybe I thought they'd be useful as a costume or to develop a character (I'm also an actor). It didn't make sense, they proved not to be useful, and I eventually donated them where they could do some good.

You may not have a box filled with old glasses, but you probably do have a set of filters that you look through. You may not even be aware of these filters.

We all see the world through the filters that we have developed. Some filters help - some don't. They all to some extent distort what is really going on. Unless we develop the ability to set aside our filters, they exert far more control over us than we should let them.

Filters of place. Filters of personality. Filters of culture, nationality, race, gender, age. Some are so thin as to be imperceptible and some are so codified that we can't even remove them. They've become part of who we are.

Your perception may be less under your control than you realize. What filters are in your way?

Centered leaders find ways to release their filters. High performance leaders find the distortions and seek clarity.

What old pairs of glasses do you need to discard?

Seeing clearly is a gift. Sometimes we have to unwrap that gift, take off the filters, and see anew.

--- Doug Smith

Front Range Leadership: High performance leadership training

doug smith training: how to achieve your creative goals

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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

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