I do it. You've probably done it, too. It gets us into trouble misinterpreting and reaching false conclusions. Slow down. Ease up from that jump. Stop that jump to conclusions and you'll avoid many big falls. -- doug smith
Be careful what you promise to gain a new customer. They are only new for a day. After that, expectations continue even if you forget your promise. Be careful what you promise. Do you have what you need to give your customers what they want? Because probably, what they want, is what you've promised. -- doug smith
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
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
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
"You've got to be there. Big decisions are being made!" my former boss told me a long time ago. "If your voice is in the room you might be heard..." It was good advice then and it still is. Show up. When there's a goal you're working on and an opportunity appears to advance that goal -- show up. When changes are being made that will affect you -- show up! When it matters to you -- show up. You won't always get what you want by showing up, but you never will if you don't! -- doug smith
Build things that people need and you'll always be needed. Just remember, you may have to change how you build those things. People's needs change and those needs are often more complicated than they seem. There is also a power difference between "classic" and "obsolete." As hard as it is, leaders need to navigate that difference. Build things that people need -- practical goods. And keep improving how you do it. -- doug smith
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
Resistance to change is our most natural and unproductive impulse. Helping people thru that change changes their lives positively. It's s something that high performance leaders do. -- doug smith
Adversity creates urgency for you goals. You might not want the conflict, but it just might catalyze your actions toward success. Find the good in it and move ahead. Any important goal will spark a bit of conflict. Use that energy to help you achieve your goal. -- doug smith
Everybody wants to win but to win within the rules is the road to excellence. Any cheating at all cracks the character that holds long term quality together. Win, sure. Win within the rules. -- doug smith
If you can't seem to hire good performers with a solid work ethic, you might need to develop them. Maybe start by showing them what that looks like, or as John Maxwell has said "Know the way, show the way, and go the way." You know, walk the talk. I know a LOT of leaders who complain about work ethic. Maybe they need to let their people see them work... -- doug smith
Ever fall in love with a plan? We can plan so thoroughly that the plan feels invincible, but it's not. We can plan with such precision that we think we're ready for anything. We're not ready for anything. Things have a way of changing in ways we did not expect. If your plan was made before things hanged it's time to change your plans. We don't need to get upset. We need to get up and going. -- doug smith
