Dealing With Mostly No

Have you ever noticed that a lot of people default to no?

If you ask them for something -- no. If you offer something for sale -- no. If you promise a truly great experience in exchange for a small investment -- no.

We are hard wired to say no.

The trouble with that is that we miss yes.

One of my favorite movies is "Yes Man." I know that it is a silly movie. I know that it's broad and insane and not at all realistic. But if you haven't seen it, give it a chance. Say yes. It's all about a character played by Jim Carrey who is in the habit of constantly saying no. Then one day he goes to a Yes Convention (or something like that.) And of course, since it's a seminar, his life is changed. He begins to say yes. At first very reluctantly, but once he gets in the flow of it he says yes to everything -- too much in fact, putting himself in danger. Of course he does, it's a movie.

I like the yes man in yes man better than the no dude.

I do not say yes all of the time. Truthfully, I say no a lot, too. But every once in a while, before we say NO, what if we paused long enough to consider the possibility. A new adventure, a new purchase, a new commitment, a new THING -- yes.

-- doug smith

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Connection

Where does communication start? Before any meaningful message can be shared, before any agreement can be reached, communication starts with connection. Finding a way to share something in common with someone else. Turning toward someone and taking the chance of seeing, hearing, feeling who they are in this moment of time. Communication starts with connection. Connect, and the possibilities are limitless. -- doug smith

Understanding Comes First

A solution posed too soon might just be another version of the problem. It's tempting to rush thru analysis. Tempting, but costly. Few problems are solved until they are truly understood. -- doug smith

Indisputable?

Everything is open to interpretation. To dispute this is an interpretation. It is, therefore, indisputable. Or is it? Stay curious. Let's see what happens. -- doug smith

Not By The Numbers

As quantifiable as it may be, productivity is in the end, highly subjective. "How can that be?" "We define importance. We define what matters. You can decide how much is enough." "But it's all numbers. It's all measurable..." "Yes, once you've decided what matters. Once you've define the quality you want. None of the productivity matters unless the quality is there." "Well, my boss wouldn't agree with that very much." "How much do you like working for your boss?" "Not very much..." You might disagree. Many people do. But consider this: would you rather have exactly what you want, or a whole bunch of what you don't want? I thought so. -- doug smith

Respect

How do you show someone respect? Without it you will find it hard to hold onto any respect of your own. Without it you may even find it hard to get things done. Those who outrank you are much more help to you when you show them respect. Those who report to you are much more motivated when you show them respect. And, those at your level are far more likely to be cooperative and collaborative when you show them respect. Show respect by: listening, without judging speaking truthfully avoiding gossip allowing for disagreement without anger acknowledging rank and authority There are dozens of ways to show respect. What would you add to the list? -- doug smith

It's Not A Family

You don't have to create a family at work. Families come with their own difficulties and if you've ever worked in a family business you know all about that. People at work don't have to love each other, but they do need to respect each other. Communicating clearly and honestly is a start. Collaborating instead of competing helps. Do your job, jump in to help when you're needed, and keep supporting the team's mission and goals. You don't need to create a family at work to build a great team. What you need is clarity, courage, creativity, and compassion. Great leaders create the atmosphere where those core strengths prosper. -- doug smith

Have You Tested Your Values?

We tend to believe that our values are absolute and true, but to truly know that we need the courage to test them. To withstand resistance and temptation. To try after trying gets hard. Have you tested your values? Have your values been tested? -- doug smith

Noble Need

How are you at holding people accountable? Without raising your voice do you make your expectations clear and then guide people toward achieving them? It's not about micromanaging. It's about giving people the balance of choice and criteria for success that they need to attach any task to a noble, appealing mission. The responsibility for resposibility rests with the leader. Holding people accountable is a noble need. -- doug smith

Is It Ethical?

The best, most reliable leaders make ethical choices. You may have discovered, though, that people do define ethical in many different ways. For some, if it's right for the it must be ethical, even when it is not right for someone else. We do need a better standard. As leaders we serve best when we do no harm. Any leadership that produces victims is poor leadership headed for long term failure. If you have to ask if something is ethical you probably already know the answer. Just imaging how you would feel if you were not given the choice. -- doug smith

Learn the Lesson...

Ever have to repeat a lesson because you didn't get it the first time? Of course. Me, too. I figured out that the biggest reason is that I was in such a hurry to get back on track that I got back on the wrong track. Before you know it, same mistake, and basically the same lesson. Slow down enough to learn the lesson and you might not need to repeat it. I'm hoping that works for me. How about you? -- doug smith

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