High Performance Leadership

Just because someone tries to give you a problem doesn't make it yours. Leaders get shoved problems all the time. Because your good at solving things, people are inclined to help you with more work. Do you really want more work? One of the first jobs of a high performance leader is to develop the people on the team. Teach them to resolve conflict. Train them to solve problems. Help them achieve their goals (but don't achieve them for them). It takes more time. It takes more patience. It's the centered, high performance approach to leadership. Building your team frees you up to stay strategic. Building your team makes your team not only more effective but also happier. Isn't that what you want? So the next time you see a little reverse-delegation heading your way, cut it off at the pass. And pass it right back. -- Doug Smith

This is directed to all the front line leaders out there. It's a tough job. Having been a supervisor (both in an office environment and in retail) I know how tough it is. You're right there at the front, dealing with customers, team members, and bosses. Right there in the middle. It's a lot of pressure, isn't it? Today I want to point out some of the joys of supervising. It can be such a tough job that we forget what's good about it. But, it's not all stress. Supervising also provides these joys (and potential joys): Seeing someone develop their talent beyond their first expectations Collaborating to solve process problems and making jobs easier Bringing a smile to a customer's face Achieving your goals, even when it seemed impossible Growing as a leader Learning from mistakes and gaining the ability to smile at them Making a powerful difference in your organization Setting a positive example of shared, participative leadership Holding yourself...

Who sets the goals on your team? It's absolutely necessary to set clear, meaningful goals for every team. Certainly, as a leader you have goals of your own. But who sets the goals for your people? The best bosses I have worked for always let me set my own goals. They had to be goals that aligned with the goals of the team, of course. And, they had to be ambitious and in some way, noble. I got lots of guidance on writing those goals but the writing was up to me. The goals we eventually agreed on may have been revised a few times, but they were MY goals and so I was fully energized around achieving them. Isn't that what leaders want? Fully energized team members who relentlessly act on their plans to achieve their goals create great teams. Be careful about giving people goals, especially those that will not improve their situation. It's much better to quietly collaborate and, in the end, let your team members clearly set their own goals. What do you think? -- Do...

What happens when someone convinces you to let go of your priorities? Do you find the time to reshuffle them? Do you realign your work so that you achieve your goals? Or do you find that your goals get tossed aside for something that seemed important at the time and kept someone quiet. It's not your job to keep anyone quiet. It's your job to achieve your goals. Other people may lose sight of that, but you can't afford to. No one will ever thank you for abandoning your priorities. Why not set them and keep them? -- Douglas Brent Smith Interested in learning ways to achieve your goals? Want to keep your priorities in order and galvanize a team of people to help you achieve them? Why not bring our workshop Achieving Your Goals to your location? Front Range Leadership Training Supervisors for Success