High Performance Leadership

  Opposition feels easier somehow. We disagree. We argue. We stand our ground.  When we stop listening, we stop making progress. What if there IS a middle ground? What if there IS a middle way? What if by listening, and talking about it, we can learn to understand? What stands between us could be a barrier or a bridge. It's a choice. -- doug smith

Progress provokes discomfort. The alternative invites extinction. Endure the growing pains and keep going. -- doug smith  

How is your image? How about your self esteem? We all know people who can talk a good talk, but as my good friend Mike Reil once said "talkers and walkers aren't always found in the same body." We are largely what we do. What we do determines our credibility. When we form and practice good habits (not just talk about them) people see who we really are and then they can believe us. Plus, when we form and practice good habits over and over it creates patterns that positively reinforce our identity, our character. What's your favorite good habit? Do you do that every single day? -- doug smith  

  Others might fear your creativity, but you don't need to. Stay courageous, stay creative, stay compassionate, stay clear. Sing your song no matter who listens! -- doug smith

  Do you know who cares about excuses? Nobody. Things get better when we do better.  It's up to us. Let's get to work. -- doug smith

Dissonance is the start of the search for truth. -- doug smith 

Wouldn't it be nice if our teams were perfect? Every team eventually goes off the rails. It's up to the team leader to get the team back on track. -- doug smith

Go for goals that light you up, even if they frighten you. -- doug smith

Do you want to be influential? Do you want people to support your ideas? People support ideas that support themselves. People can be trusted to look out for their own interest. It's not new, it's not complicated, but it's true and unavoidable. Support people first, and then (maybe) they'll listen. -- doug smith

I'm a fan of the arts. My high school yearbook blurb read "quiet, natural guy. Music, art and poetry are for him" and it's still true. Art matters. Quality matters. Feelings matter. We are blessed with so many important tones and shades and notes in life and yet so much of our life is devoted to the singular note of money. Sure, we need money. Absolutely, I understand the quest for increasing one's wealth. I'm not saying that money is not important. It's just not alone in importance. Money also makes a rough master. I've seen organizations make strategic decisions based only on the monetary factor and then get it dead wrong. Money doesn't care, and when the vortex points in a direction, even if it's the opposite direction you'd figured on, there it goes. Making decisions based only on money can suck the heart right out of a direction. It can hurt people. Money is important, it just works less effectively when it becomes all-impor...

I once had a friend (OK, much more than a friend) who wrote a lovely song with the words "slow down and enjoy the view." It made perfect sense in 1977 and it makes even more sense now. We're in such a hurry. We're focused on our goals and on our results. We drive, drive, drive our people to do ever more -- faster, and better. Sometimes, though, we need to breathe. When a high performance leader shows that it is OK to take the time to breathe, that it's OK to slow down once in a while to center yourself -- that pays off for the whole team. Sure, achieve those goals. And -- take care of yourself and your team as you do great things. The ride is never long enough so don't miss the view. -- doug smith

Do you want your team to be the best that it can be? First, you may not achieve that for quite a while because teams keep growing and changing. Second, when you do that it will be because you've been able to utilize the gifts everyone on your team has to give. Everyone on your team is gifted -- even that person who drives you to distraction. When you help each team member to discover their gifts, you've built capacity and potential on your team. Where you take it is up to you and your team -- and when you've found it, you can build on it. You're skills are not in question (although, like everyone else, can be developed more.) Your intention is your intention. What your team becomes, though, is largely due to what you can do to build them up even as you develop yourself. Make the most of who you are without making less of anyone else. -- doug smith

I've noticed that often, when I am tempted to give someone else advice, that it's really intended for me. It's an action that I should take. It's an intention that I should express. It's a direction meant for my team. How about you? The next time you catch yourself coaching someone, check to see what's in that message for you. Advice we give to others is often intended for ourselves. -- doug smith

What are you afraid of? We're all afraid of something. Some of us are afraid of many things. It makes sense to be afraid when danger threatens your physical or emotional well-being. If your life is in danger, deal with it promptly even if that means running away. Could it be that our fear centers are over-working? Is it possible that we avoid too many things that need a healthy supply of confrontation? High performance leaders confront their fears. They face into the risk knowing that they will grow in the process. It takes practice. It takes building muscles over the years and continuing to learn long after you think you know all the answers. That's just the beginning. Fears are there to warn you AND to challenge you. Can you handle this? Are you ready for this? Are you going to let this turn into an opportunity or a stalling game of keep-away? Challenge your fears, don't worship them. You're bigger than they are. -- doug smith

If you want your team to be excited about your goals, you've got to set the example. Talk about them, promote them, staff them, resource them, and mainly keep your leadership focus on your goals. When they are important to you -- and obviously so -- they are much more likely to be important to others. Successful supervisors build enthusiasm for their goals. -- doug smith

Your people will make mistakes. Your people will disappoint you. It's what humans do. How you react as a leader will determine what they do with those mistakes. We can fix our problems. We can learn from our mistakes. We grow, we build, we correct, we change. But condemnation? Once a leader has written off someone by disrespecting them so severely that they won't listen, won't forgive, won't adjust...that becomes a leader who has not only failed to nurture the troubled relationship, they will likely end up with nothing but troubled relationships. I can fix my mistakes but not your condemnation. How about you? -- doug smith

Have you thanked everyone on your team this week? If not, how many of your team members have you thanked? It's easy to take your stars for granted. They keep working hard no matter what and delivering on their promises. But if you take your stars for granted too long, they go away. Possibly to a competitor. Stars have choices. It's easy to take a typical performer for granted. Aren't they getting paid to do their job? Shouldn't they be grateful? But typical performers can turn into poor performers if they are ignored. Without the coaching to perform, how do you know they will continue to grow? It's easy to take your poor performers for granted. Maybe you even dream about an exit plan for them. But while they are there they could be doing irreparable harm to your team, your customers, and even your organization. Behavior is contagious. Ignore poor performance and soon you've more of it than you can stand. Everyone on your team is important. You can, as...

There are many ways that a high performance leader achieves high performance, but one of them is NOT staying stuck in the past. It's tempting to focus on what went wrong, or perhaps to revel repeatedly about an accomplishment of the past. Meanwhile, time clicks on, life fills each day, and each day drains a little away. I like to remember the past. There are some wonderful moments back there. Reminiscing can bring smiles. That's fine. I do remind myself, though, that the power is in the present for the needs of the future. The work is now. The moment is now. The power is now. The past has no power. Those lights are already out. -- doug smith

We can get stuck in disagreement. We can get stuck reaching for agreement. One thing helps both problems: reaching a shared understanding. You don't have to agree, but if you understand you are one step closer to influencing someone to your view -- or perhaps even one step closer to remaining open to being influenced. So many of us are stuck in our positions. It's not working. We need to listen. We need to focus. We need to understanding. Understanding brings us together. Understanding smoothes our rough edges. Understanding makes us adjust our perspective enough to make room for others, and when we make room for others miraculously there is more room for us as well. Shared understanding is a powerful bond. Will you work on that today?  -- I know that I will. -- doug smith

Centered leaders remember that people are not perfect and are not surprised by their imperfections. -- Doug Smith