No Gossip

No leader can ever afford to gossip.

Just don't do it. As many a grandmother would say, "if they'll gossip TO you, they'll gossip ABOUT you." Just don't.

We had a great rule at GE while I worked there: honor the absent. Don't say anything about anyone that you wouldn't say if they were standing right in front of you.

That about covers any chance of gossip - simply honor the absent.

It's shows much better character, and high performance leaders need highly developed character.

-- Doug Smith

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High Performance Leaders Combine Courage and Compassion

What do people look for in a leader? I believe that there are four key strengths that leaders must develop: clarity, courage, creativity, and compassion. As leaders we should develop these in connection with each other. I was thinking about this as I was leading a workshop on controlling chaos yesterday. When we are leading our way (and others' way) through difficult situations it is no time to be shy. It's not the time to sit back and wait for something to happen. It's not the time to get passive. High performance leaders make their expectations clear. They raise the bar. They look for people to give their best, speak up, and be assertive. It's easy to go over the edge, though. It's easy to fall into an extreme. Leaders do it frequently and are often portrayed in the media as strong and confident even though that occurs at the expense of other people's self-esteem and well being. Centered, high performance leaders do not lead and achieve at the expense ...

Lead By Example

People do want to be challenged, but only by people who walk the talk. Leaders who demonstrate the character and discipline that they demand from others. What would your team look like if everyone on your team performed exactly like you? -- doug smith

Focus First

Ambition without vision consumes everything around it. -- doug smith

Nothing Left to Give?

Saying that we did the best we ould and actually DOING the best we could are NOT the same and does not fool anyone. You'll know for sure when you did the best you could when there is nothing left to give. -- doug smith

A Promise or A Plan?

Which would you rather have -- a promise, or a plan? I love promises. When some people make a promise to me I know that it is as good as done. They are reliable, trustworthy, hard-working creative people who keep their promises. I'll take a promise from them any day. Promises can be problematic sometimes, though. Some people are not so skilled or willing to keep their promises. They may make a promise to move forward in the conversation (possibly because the conversation is deep enough to cause some discomfort) and yet have no intention of keeping that promise. That's not helpful. That's not what centered leaders are looking for. That's not how centered problem solvers operate. Promises are great and I'm also interested in the plan. What exactly are they promising to do and when will they do it? What's the plan? Picking a promise over a plan is a risky way to solve a problem. Problems respond better to the actions completed in a careful and thorough...

Monologue

When it sounds like I'm preaching I'm primarily talking to myself. -- doug smith

Are You In The Mood for Problem Solving?

Have you ever noticed people getting grumpy, just when they need to be at their best? Problems can bring out the skepticism in us. They can rankle our intentions and sour our mood. When that happens, don't deny it. Experience it. Let it find you in the moment and then let it go. Are you ready? Let it go. We can solve more problems in a good mood than we can in a sour mood. While we can't force a good mood, there's not much benefit to holding onto a discontented one. It's served its purpose once it has your attention. As a problem solver, it's time to move on. If your role is the leader in the problem solving effort, it's time to create a better space. Bring some things into the environment to build more comfort, trust, and energy: - food - water - soft music - light - warmth - confidence - acceptance - appreciation What else could you bring? What works best for you? What would work best for your group? Sour moods serve their purpose -- but...

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

High Performance Leaders Are Accountable

My friend and fraternity brother David Spiegal operates a variety of businesses, models success in many ways, helps people become healthier and happier, and more -- all while being a loving family figure and man of faith. Occasionally, I'll like one of his daily emails so much that I publish it here, word for word. I'm doing that today because, well, it's thought-provoking AND he refers to me in it. (My humble response follows his article as a comment.) Here's Dave... "Leadership is not a license to do less; it is a responsibility to do more." -Simon Sinek-Leaders Eat Last September Word of the Month: ACCOUNTABILITY Yesterday was a really great day. The weather was pleasant and I found myself in a really fantastic mood. At one point I was singing along with one of my favorite songs on the radio. I don't mean singing like following a long. I mean belting it out as if I were a finalist on America's Got Talent. I made some long over due phone...

Share Decisions

Do you like working for a leader who makes all the decisions? Important decisions, little decisions, scheduling decisions, work distribution decisions...one after another? I know I do not. I like to work for and with a leader who allows me to share in the decision-making. We talk about the details. We compare the options. We align our work to our goals. How involved is your team in your team's decisions? It can be a trap to justify a "decide-and-announce" approach when it feels like those same decisions are being handed down to you from your manager or above. But don't do it. Find the choices. Explore the options. Share them with your people and see what a difference it makes in their productivity and morale. Of course you're in charge. The bottom line likely does stop with you. But you don't need to make every decision. I'm going to work at sharing more decisions. How about you? -- Doug Smith

High Performance Leadership

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