Opinions - Keep Them to Yourself
Can there be anything more irritating than having another person subject us to their opinion? In the instant news era and ever expanding genre of talking heads in which we live, opinions are dispensed at an alarming frequency.
Maybe those so quick to share an unsolicited opinion believe the rest of us too dull and slow witted to form our own.
What I observed throughout my 29 years in executive leadership is that persons who provide us their opinion are either ignorant or do not have an understanding of the facts.
One is fixable.
There is no cure for stupid and arguing with stupid is like arguing with grass, its everywhere.
Successful leaders do not go off halfcocked and without the facts.
They realize that credible data is central to decision-making and they value the input of other informed sources.
Two people rowing the boat are always better than one.
Disparate viewpoints are welcomed in a transparent organization.
Gathering accurate information so the facts are understood is a key success factor for ethical, successful leaders.
There is merit in getting credible facts from both sides of an issue.
All issues have more than one argument and great leaders demonstrate empathy.
Empathizing means that you appreciate there is a different viewpoint than your own and you acknowledge that to the other person or party.
That is not a sign of weakness.
A person's values are measurable dimensions and can been validated.
Research tells us that most successful people share the common trait of self-awareness.
They know how to be successful, what actions they need to take and their limitations.
They practice the strengths and avoid that which will not help them succeed.
Successful leaders share a drive for knowledge, learning and understanding; a drive to stand out as independent and unique; and a drive to establish order, routine and structure among dimensions of motivation.
What they don't do is offer opinions.
Their success is grounded upon having a command of the facts and how best to use that to make a clear, convincing argument for the position they have.
They expect right action, results and goals to be achieved.
The last thing a successful leader wants is ambiguity and dispute in an important matter, so the first thing they do is gather the facts.
They do not want to be perceived as ignorant or not in control of the facts.
It is the leader's role in business to drive revenue, generate value and create wealth for the stakeholders.
That high drive for economic or practical returns, coupled with the drive for control, stability and certainty, are crucial in a leader.
In fact, it is what supports being a leader.
To understand WHY you are motivated to do things will improve your performance.
Having the facts to support your thinking on an issue, and not espousing opinions, will help to align your environment with what creates passion in you.
Maybe those so quick to share an unsolicited opinion believe the rest of us too dull and slow witted to form our own.
What I observed throughout my 29 years in executive leadership is that persons who provide us their opinion are either ignorant or do not have an understanding of the facts.
One is fixable.
There is no cure for stupid and arguing with stupid is like arguing with grass, its everywhere.
Successful leaders do not go off halfcocked and without the facts.
They realize that credible data is central to decision-making and they value the input of other informed sources.
Two people rowing the boat are always better than one.
Disparate viewpoints are welcomed in a transparent organization.
Gathering accurate information so the facts are understood is a key success factor for ethical, successful leaders.
There is merit in getting credible facts from both sides of an issue.
All issues have more than one argument and great leaders demonstrate empathy.
Empathizing means that you appreciate there is a different viewpoint than your own and you acknowledge that to the other person or party.
That is not a sign of weakness.
A person's values are measurable dimensions and can been validated.
Research tells us that most successful people share the common trait of self-awareness.
They know how to be successful, what actions they need to take and their limitations.
They practice the strengths and avoid that which will not help them succeed.
Successful leaders share a drive for knowledge, learning and understanding; a drive to stand out as independent and unique; and a drive to establish order, routine and structure among dimensions of motivation.
What they don't do is offer opinions.
Their success is grounded upon having a command of the facts and how best to use that to make a clear, convincing argument for the position they have.
They expect right action, results and goals to be achieved.
The last thing a successful leader wants is ambiguity and dispute in an important matter, so the first thing they do is gather the facts.
They do not want to be perceived as ignorant or not in control of the facts.
It is the leader's role in business to drive revenue, generate value and create wealth for the stakeholders.
That high drive for economic or practical returns, coupled with the drive for control, stability and certainty, are crucial in a leader.
In fact, it is what supports being a leader.
To understand WHY you are motivated to do things will improve your performance.
Having the facts to support your thinking on an issue, and not espousing opinions, will help to align your environment with what creates passion in you.
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