Skip to main content

Learn from the Mistake

Do you remember what you learned from your last big mistake?

I learned to communicate more openly and without filters. My last mistake was a big smack in the face and recalibrate everything I do. Nobody wants a mistake like that, but I'm grateful to have learned and to still be learning. The side effects aren't even over yet, and so I'm sure that the learning has just begun.

Centered leaders learn from their mistakes and change the habits that lead to those mistakes.

Habits are hard to change. They are more easily replaced by effective, useful habits, rather than simply dropped. We want to do something. The trick is to choose what works.

My friend David Spiegel is an expert at changing habits. Just knowing that he reads these posts has given me a new habit of making sure everything I write here has some value. At least I think it does. Not just value, but useful value. Something that I hope someone can put to immediate use.

One of the things that Dave does is to help people lose weight. In today's world that's an important mission. Health is so critical.

I help people lead more effectively, mainly through better communication. After my last big mistake (a failed relationship) it occurs to me that maybe my real, most true mission should be helping people communicate more effectively. Especially leaders, but really - everyone benefits from communicating more effectively.

So that's what I'm gleaning from my recent big mistake. High performance leaders use their mistakes as levers to a higher plain.

What did you learn from your most recent biggest mistake?

-- Doug Smith


Comments

Popular posts from this blog

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  

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

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  

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  

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  

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