When To Dance?

Have you ever danced to a tune you didn't like?

Maybe it was at a wedding, or a holiday gathering, or a nightclub, or some other place. Dancing was around you and so you danced.

Dancing is usually a choice. Unless it is against your belief system (as a child I remember people in my family who thought that dancing was a sin) dancing is on the whole more beneficial than difficult.

I used to believe that I was a good dancer -- until my partner broke up with me and I discovered that SHE was the good dancer, so good that she makes anyone she dances with look like a better dancer (even me).

And yet, still I dance.

I remember the celebration dinner for a project that I worked on when the president of the company joined the rest of us on the dance floor to do a fun line dance. I'll admit, he danced better than me.

For one of the programs that I teach I offer the participants the opportunity to dance in a brief virtual dance party. Some people do (and seem to enjoy it) and some people do not. It's optional. So is fun.

Dancing is also one of the most cooperative things you can do. The reason my ex made me feel like I was a good dancer is because she was so cooperative, so collaborative, so positively joyful no matter what I did. Brilliant. Wonderful. Fun. Given the chance, I'd never want to miss that.

As high performance leaders, it's part of our job to create environments where everyone feels included, where everyone has choices (dance or not!) and where what we do helps others do what they do better. As leaders, we need to learn and practice that art of dancing like our team's depended on it.

We don't need to dance to music we don't like unless it's our job. And then, we need to dance like our world depended on it.

Wanna dance?

-- doug smith

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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

What You Need

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

New Ideas

New ideas won't break you but they can make you bigger. -- 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

Decide

What do you want? Are you getting what you want? Intention is direction. Decide. And, then go. -- 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

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

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

High Performance Leadership

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