Bring Success to Others

What is your primary goal as a leader?

I consider my primary goal to be "helping people to achieve their goals." The most challenging thing to that is that I don't succeed unless others do.

The longer I work, the more I am convinced that is true no matter what your primary goal is. To the extent that we help others, enrich others, empower others -- that's the degree of success we achieve.

What if your success depends on your ability to bring success to others?

Will it change the way you do business? Will it change the way you look at others? Will it recalibrate success?

Sure. We have goals for ourselves. What I'm wondering, though, is how much more do we get when others do well as well?

I'm thinking that the answer is: a bunch more.

What do you think?

-- Doug Smith

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A Promise or A Plan?

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The Benefits of Supervisory Training

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When To Dance?

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Resistance to change is our most natural and unproductive impulse. Helping people thru that change changes their lives positively. It's s something that high performance leaders do. -- doug smith

How to Embrace Criticism

Taking a very long walk. Do you ever feel like simply avoiding some feedback that's headed your way? Sometimes I'd rather have someone keep their opinion to themselves. If they're not happy, if they are sounding judgmental, if they have a frowny face. Wouldn't be easier if they just kept quiet? Easier in that moment. And, sometimes maybe it's even the best thing possible if a harsh critic keeps a damaging opinion private. But I've also learned that sometimes the toughest message is what I truly need to hear in order to learn. Just because I don't like criticism doesn't mean it isn't good for me. I just might need to take a good long afterwards. How about you? Here's how to embrace criticism: Remember, they could be wrong. As my friend Dr. Jay Desko has said, "feedback says more about the person providing the feedback than it does about you." Stay curious. There is probably something useful to learn. Remember that a

Dump Anonymous Feedback

What's the problem with anonymous feedback? The list is long. When people can say anything they want, without any accountability, they are sometimes rude. The feedback becomes exaggerated. Not knowing what to do with it (who do you try to please?) it frustrates the person receiving the feedback. Anonymous feedback encourages anti-social comments. It opens up a level of venting that is not healthy for either party. And, rather than building relationships, it tears them down. The best place for anonymous feedback is the garbage. It's too easy to be negative when no one knows who you are. Hold people accountable. Teach them that two-way communication is responsible, respectable, and useful. Let's keep the trash talking on the basketball court and build relationships of worth at work. -- Doug Smith

Change Quickly

How are you at keeping up? Change is so rapid that adjusting, and evolving, has become a full time job. We roll with the changes, we drive new changes, we let go of the old. It's not getting easier, and it's getting faster. I work at it. I keep learning. I keep adjusting, and still... By the time I have it figured out it's time to try something else. Instead of getting frustrated, here's how I like to look at it: change is growth. Faster change is faster growth. Getting better is growth, so the more change the better. Are you with me on that? Because the alternative is slow-motion decay, and we don't want that, do we? -- Douglas Brent Smith

Tough and Tender

It's better to be considered tough and show up tender than to be thought tender and show up tough. -- doug smith

Make the Hard Choices

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Is Micro-Management Ever The Answer?

I found something I'd never seen before in a job ad today. It's something to think about. Listed as a job requirement, it said that the job candidate must have: "The ability and personality type to work in a micro - managed environment until you have built up a trust level with the people you support." What kind of work environment does that imply? It certainly gets points for honesty. Any new hire will know exactly what to expect: specific instructions, close direction, careful follow-up, and tight requirements. But wait -- while a seasoned professional might not need that level of micro-management, and while transformational, participative leaders allow lots of autonomy and choice, let's consider the needs of a new employee. Someone new to an organization may not be ready for unsupervised decision making because they're too busy adjusting to the culture, learning the job, creating new relationships, practicing new skills, and doing important tasks. Maybe

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