Think it, Act it, Become it. You Are Whoever You Think You Are

Your internal dialogue has everything to do with the image you project externally. You are whoever you think you are – it’s a self-fulfilling prophecy. If you think you can – or can’t – you’re usually right. If you feel you can’t, you’re beating yourself before you even start. David believed he could defeat Goliath. He had confidence in his ability to get the job done. Great managers and leaders aren’t born – they’re made. You need to believe in yourself and have confidence in your ability to be a great manager or leader

Worth Remembering … “Dress how you want to be addressed.” – Unknown

Image is everything. How we dress and present ourselves projects what we think of ourselves and who we are. People will judge you based on how you look and how you behave. I knew within 20 seconds of an interview if I was going to hire the person or no. Was it fair? No, I let my unconsciours bias influence my perception, and I may have missed the opportunity to employ a star performer – but our gut feelings and intuition are right more often than they are wrong. Being a great manager or leader is looking and acting the part.

Worth Remembering … ” I don’t want to be liked. I want to be respected because if you like me, you can throw me away too quickly. If you respect me, you may not like what I have to say, but you’ll say I respect that.” – Ray Lewis

Awe and respect are two completely different thngs. We all have a fundamental need to be liked and accepted – Maslow’s hierarchy of needs. Some people need to be liked more than others. The danger for managers and leaders is wanting to be liked rather than respected. You aren’t participating in a popularity contest. I didn’t like everyone I worked with, and I knew everyone didn’t like me. And trust me; everyone won’t like you. But you can’t let wanting to be liked rather than respected get in the way of making decissions that not everyone will agree with. Being a great manager or leader is about making decisions based on what is the right thing to do.

Worth Remembering … “Fear and self-doubt have always been the greatest enemies of human potential.” Brian Tracey

Imposter syndrome. We all feel insecure and unsure of ourselves at times. We all have self-doubt – especially if we are doing something we’re uncertain of or doing it for the first time. No one wants to look silly or make a mistake. If we had a choice, most of us would rather back into the future instead of turning around and facing challenges head-on. We take comfort in the familiar. The error is not in taking action – the error is in inaction. Not everyone will agree on the direction you’re heading and the changes you make. Great managers and leaders are agents of change.

Think it, act it, become it. You are whover you think you are.

Copyright (c) 2022. Brian Smith – Power Link Dynamics. Not to be reproduced without permission. To find out more about Brian and what he can do for you and your organization visit – or email Brian directly. –

Educate Don’t Terminate

Educate don’t terminate. Terminating someone is taking the easy way out. You shouldn’t terminate someone unless you’ve done everything in your power and used all the resources available to you to turn that situation around before you let them go. You rarely get to hire someone fully trained. Your number one task as a manager or leader is to teach someone what they need to know to complete the task to reach the goal. If you haven’t done that – you aren’t doing your job.

Worth Remembering … “Do you hire stupid people or do they just get stupid after working for you?” – Unknown.

Managers and leaders will not be judged by what they know. They will be judged by their ability to teach others. Trust me when I tell you that teaching someone else what you know is not easy! If that was the case, superstar athletes would have successful coaching careers after their playing days were over. In most cases, that doesn’t happen. Teaching requires a different set of skills. Think of the most informative class or training session you have ever attended. What distinguished that learning experience from other classes or sessions? What helped motivate you to learn something new?

Worth Remembering … “There is no such thing as a dumb student, only dumb teachers who wouldn’t use everything at their disposal to help the student learn.” – Brian Smith

Malcolm Knowles, a subject matter expert on adult learning, believes that we are born with a particular learning style, which dictates or at least heavily influences how we like to learn. Think of learning styles as personality characteristics that affect our preferences for learning conditions. Adults will learn in an environment that they prefer – in an environment that they believe is conducive to learning.

Worth Remembering … “If you think education is expensive – try ignorance.” – Derek Bok

Managers and leaders need to understand the person’s learning style they are trying to teach and incorporate that understanding into the way they are teaching them. Are they auditory learners who learn by hearing key points and asking questions? Are they visual learners who prefer to have it in writing to refer back to their notes later or do they learn best hands-on?

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Taking DISC Behavioural Assessments To Another Level

Understanding behavior and how it impacts performance will make you a better manager, leader, teacher or coach. Leading others is not about you – it’s about the people you are leading. Understanding their behaviour and how they like to be managed will make you a better leader. Understanding their behaviour and how they like to communicate and receive information will make you a better leader. Understanding their behaviour and how they like to socialize and interact with others will make you a better leader. A successful manager, leader, teacher or coach is prepared to adapt their leadership style to to be more in tune with how others prefer to be led.

Worth Remembering – “The task of an executive is not to change human beings. The task is to multiply performance capacity of the whole by putting to use whatever strength, whatever health, whatever aspirations there is in individuals.” – Peter F. Drucker

According to Dr. Daniel Goleman, author of “Working With Emotional Intelligence,” your technical ability alone no longer guarantees success. Dr. Goleman believes that emotional intelligence, our ability to interact more effectively with others, now plays a more pivotal role in determining one’s overall success. The Haygroup – a leading authority on emotional intelligence, (EQ) suggests that sixty-seven percent of the competencies needed to manage and lead others effectively are emotionally based. Empathy, open-mindedness and patience, often referred to as soft skills, are considered must-have leadership traits.

Worth Remembering – “We are being judged by a new yardstick; not just by how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other.” – Dr. Daniel Goleman

There are a number of popular assessment tools available – Myers Briggs and Colours to name two. I use a DISC behavioural assessment tool developed by Dr. William Marston because they are easy to administer, and you don’t need a degree in behavioural sciences to understand it. Behavioural assessments are not new. Personality research dates back to Hippocrates in 400 B.C. Hippocrates believed that we each have our own natural, perfect, unchangeable personality style, and while each has the same factors comprising our personalities, four distinct behavioural styles emerge. Each personality style, Dominate, Interpersonal, Steadiness and Conscientious, react to the same situation differently. If you want to be more successful working with others, then work with them in a way they like. Chances are they will be more receptive to what you are saying and what you are trying to teach them. You don’t have to change who you are – just change how you manage and lead others. Taking DISC behavioural assessments to another level will make you a better manager, leader, teacher or coach.

Copyright (c) 2021. Brian Smith – Power Link Dynamics. Not to be reproduced without permission. Brian is available for delivering a key note speech, training session or consulting. To find out more about Brian and what he can do for you and your organization, visit: or contact him directly at:

To Get Buy-in – You Need to Buy In

Daniel Goleman, in his groundbreaking book – “Working With Emotional Intelligence” said it best: “A new yardstick is judging us: not just how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other”. Productivity is still the name of the game, and that will never change. Your job as a manager or business leader has always been to minimize the input and maximize the output. Right-sizing has put added pressure on management to hold the line on the expense side of the ledger while still growing the profit side. To accomplish both – managers and leaders must change from being task-focused to being people-focused.

Worth Remembering … “The definition of insanity is doing the same thing – expecting a different result.” – Einstein

You need to decide whether the management style that got you here will be the same style that will get you to where you need to be to stay in business? I’m betting that it won’t because there’s been a dramatic shift in people’s attitudes. Their wants and needs have changed. For the newest generation, Generation Z, whose leading edge is just entering the workforce, life outside of work is just as important, if not more important, to life at work. Today’s managers and business leaders need to change how they lead to keep step with those changes. It’s no longer managing as usual.

Worth Remembering … “One of the most important things about being a good manager is to rule with a heart. You have to know the business, but you also have to know what’s at the heart of business and that’s people.” – Oprah

Technical skills are essential, but you can get those out of a book. What is needed to be successful managing and leading others today is someone who understands people. Managing and leading others is about them – not about you. They need someone who possesses exceptional soft skills, the ability to communicate and interact more effectively with others. Someone who spends time getting to know them for more than just the job that they do. How do they like to be managed? How do they want to receive information? Are they visual learners or do they learn by reading a set of instructions? If you can’t or you’re not willing to change your management style to be more in tune with how they like to be managed, you will have difficulty convincing them to buy in. Different folks = different strokes. To get them to buy-in – you need to buy in.

Copyright (c) 2021. Brian Smith – Power Link Dynamics. Not to be reproduced without permission. Find out more about Brian and what he can do for you or your organization by visiting his website. –