Let Go Of What You're Holding?

Are you holding onto something that is slowing you down?

Is there something from the past that acts like a drag on your future?

Sometimes we need to let go of something to speed up our motion. Sometimes we're working on too many things at once and getting nowhere fast on any of them.

Prioritize. Let go. Decide.

Sometimes we need to let go of what we're holding to reach the next achievement.

That trophy's too heavy. That task should be done by now. That feeling stopped resonating an hour ago. Let go.

Are you ready to let go of what you're holding?

You'll grab the important stuff back up in a hurry.

Doug Smith

Front Range Leadership: High Performance Leadership Training

doug smith training: how to achieve your goals

What have you learned today?

Comments

How's Your Reputation

How important do you think it is to sustain a positive leadership reputation? It matters to your team. It matters to any future team that you might be leading. Your reputation tells a story about how you operate, how you facilitate and how you achieve your results. Leading positive change builds credibility. Making a difference right now builds credibility. Keeping your promises and showing care for others establishes the kind of character that people want to work with and maybe even follow. What positive change are you currently working on? -- doug smith

Where to Start?

It's harder to solve a problem alone when you are at the center of the problem. Get another perspective. Stay open to your own part of the problem. Sometimes, deep into the search, we discover that we could be the cause. Start with reflection. It could provide direction. -- doug smith

Creatively Human

In a world where anything can be duplicated, create what cannot be duplicated. -- doug smith

Dig deeper

Obvious solutions are great, except that they seldom work. The chances are that the solution that first occurs to you has already been tried. Sticky, mysterious, subtle problems evade the obvious. They hide. They mask. They simmer. Mysterious problems seldom surrender to obvious solutions. Dig deeper. -- doug smith

More signal than noise

Criticism produces more noise than signal. The recipient will hear mostly noise. Find another way to share the relevant information and it will sound more like advice than insult. Here's one other way -- ask the person you want to give advice to what their advice is for improving performance. Listen. Find the tone. Catch the brilliance. Support the useful observations. When we coach positively with enthusiasm our advice lives longer. What do you think? -- doug smith

Share the Load

Are you in charge? Is the team your responsibility? Every team needs more than one leader. The highest leverage strategy a leader can employ is to develop more leaders. Build that mighty team one person at a time. Share the load. -- doug smith

Extremes

Do you know what it is like to work for an unreasonable boss? When no matter what you do is ever good enough it can become demotivating, even crippling. We do need to challenge our teams, but not to esteem crushing extremes. Unreasonable expectations cause disappointment. High performance? Yes. Perfect performance? Not attainable. -- doug smith

No Victims

There will be offers, heading your way in obvious as well as subtle channels. Strong looking barriers. Refusals to see you. Efforts to take advantage of you. That's not meant for you, no matter how strong someone else's intentions imply that it is. Decline any opportunity to be a victim. It does not suit you. -- doug smith

Positive Value

If it does not support you, allow it to strengthen you. -- doug smith

Tough Choice

As a customer, you'd know what you want. That's worth keeping in mind. Sometimes things might seem good for business but be bad for customers. If money is the only bottom line we find ourselves at the bottom quickly. It takes courage to say no to something that is bad for your customer but profitable for your business. People with that kind of courage are people worth doing business with. -- doug smith

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