Is It Really Common Sense?

Do you ever get feedback that doesn't make any sense to you?

I do. Sometimes when I'm training a group of people I can spot a person who simply refuses to learn. That person will show with their body language that they don't want to be there. They have very few comments and the things that they do say are caustic.

They are probably what trainers call "prisoners" in the room. They didn't want to be there in the first place. Some leader has sent them there because they need to change some key parts of their performance. But since they have refused to so far sending them to training probably won't reform them. Even when they know what to do, they won't let go of their nonproductive or abrasive habits.

Sometimes they'll leave a comment on the evaluation form around how the whole thing was just "common sense". Heaven forbid they should actually learn something, so they must minimize the content. I say this with some edge because I know that it's always one person out of a room filled with people with the rest of the people sharing responsibility for success and taking charge of their own learning so they enjoy it, they benefit from it, and they put it to use. They don't blame their lack of growth on "common sense" content.

Don't call it common sense if you're not using it.

Nobody is fooled by that.

-- Doug Smith

P.S.
I wrote the "grab line" on this: don't call it common sense if you're not using it, in 2013. Since that time I don't think a single person has devalued any of my workshops with a comment that it was just "common sense" so maybe the feedback, as abrasive as it was, was useful after all. I do all that I can now to encourage learners to take whatever the content is to the next level. And, thankfully, it seems that they are.

What do you do with feedback you don't enjoy?

Comments

Busy

What to do? High performance leaders prioritize based on mission, vision, values, and goals -- of course! And also, we prioritize based on what will just plain do some good. What's the point in leading unless it is to make a better world? There are enough needs in the world to keep everyone busy improving things. Keep going! -- doug smith

Money Isn't Everything

The profit motive is a poor substitute for genuine value. Money isn't everything. It's not even the most important thing. Oh, sure it's incredibly important. As a person who has many times wondered if there would be enough cash to pay the bills, I have come to respect mightily the value of money. But money is transactional. People are more than transactions. What we value most is more than money can buy, is more than a transaction, is a character of depth and peacefulness, and yes, love that is earned, not bought. Think about that for a minute. -- 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

Show Integrity

The goals we seek bring a lot of pull to them. We get wrapped in them. It's useful and it's powerful when we care about our goals so much that they propel us forward and keep us working even when we're tired, beyond the boundaries of our usual limitations. But they should not take us beyond the boundaries of our usual values. They should not trick us into bending the rules just because the rules are in the way. Truly high performance leaders of character who are focused, and centered, and noble maintain integrity. No cheating is ever worth the outcome. Integrity is so rare that many people don't even recognize. If you do, be thankful. We need leaders like you. To truly understand integrity you've got to keep it. Even when it's hard. Even the lines are blurred. -- doug smith

Search and Improve

Sometimes we do things a certain way because we've always done things a certain way. It's easy, it's comfortable, it's probably inadequate and it can certainly be improved. Finding the right process powers your productivity. Better performance starts with better processes. For the next twenty-four hours, pay attention to each process you engage with, and ponder how you might make that process better or, find another better one altogether. -- 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

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

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

Start With Kindness

When you start with kindness you don't have to stay there, but you probably will. It works better for others. It works better for you. If you're human, you'll probably relapse. It does take practice to stay the course. The course starts by starting. When you start with kindness, it becomes more naturally the way. High performance leadership develops from the core leadership strengths of clarity, creativity, courage, and compassion. Build one of those strengths today thru some act of kindness and the others will get stronger as well. -- doug smith

What You Need

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

High Performance Leadership

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