Latest / Daily Influence / 593. The S.M.A.R.T. Way to Lead in a Global Era (rerun)

Transcript

593. The S.M.A.R.T. Way to Lead in a Global Era (rerun) · Daily Influence

• 0:10
  [SPEAKER_00]: Welcome to the Daily Influence, where our mission is to deliver a daily dose of positive influence that can uplift you personally or be shared within your sphere of influence.
• 0:20
  [SPEAKER_00]: While not every episode may directly apply to your unique circumstances, we strive to provide insights and inspiration relevant to most people's daily, weekly, and monthly lives.
• 0:30
  [SPEAKER_00]: Whether you are tuning in during the morning, noon or night, the Daily Influence is here for you.
• 0:35
  [SPEAKER_00]: Listen, share, and embrace the power of influence in your life.
• 0:40
  [SPEAKER_00]: Today's topic is the smart way to lead in a global era, and you know, for each of us, global means something different.
• 0:49
  [SPEAKER_00]: I know traditionally, global meant, you know, around the world, but the reality is, is that a lot of us, our world, isn't global yet.
• 0:57
  [SPEAKER_00]: There are a lot of similarities to a smart approach, regardless of how you define global in your environment in your area of influence.
• 1:07
  [SPEAKER_00]: So that's the power and the amazing uniqueness of smart is that it applies to all management situations, regardless of if it's
• 1:19
  [SPEAKER_00]: local, regional, national, international, local could be your globe and it's still the same and that's what's so amazing about it.
• 1:28
  [SPEAKER_00]: So, you know, one thing about smart that leads all others is specificity.
• 1:36
  [SPEAKER_00]: And being specific is the thing that gets us out of trouble, ambiguity and lack of context is what causes, I think, most of the issues that we face,
• 1:47
  [SPEAKER_00]: As individuals, Candace leaders within our organization and our areas of influence.
• 1:53
  [SPEAKER_00]: So the other thing that really supports really good smart management in this global discussion is cultural awareness, even within our own global area of influence, we might have.
• 2:08
  [SPEAKER_00]: cultural issues that we have to deal with, and I'm not just talking about our internal culture, our organizational culture.
• 2:16
  [SPEAKER_00]: I'm talking about where our team members come from, their approach towards life, how they live in their life, what their backgrounds are.
• 2:25
  [SPEAKER_00]: we are truly a very diverse nation and humanity itself is so diverse and we are so individual yet we're together and so understanding the culture of our team.
• 2:40
  [SPEAKER_00]: It's so important.
• 2:42
  [SPEAKER_00]: And when you're understanding that culture, I always like to advise that we lead with some empathy.
• 2:48
  [SPEAKER_00]: And we do that and we can apply that by being specific and how we communicate, adding empathy to how we get to know our team and understand the challenges that they might have.
• 3:06
  [SPEAKER_00]: Those differences are what create what we commonly know as drama or difficulties or the gaps we have.
• 3:13
  [SPEAKER_00]: The more we can understand and stake rounded in our core mission understanding very specifically who our team is and what their individual needs and expectations are can help us lean into any global issue we might have with our teams.
• 3:33
  [SPEAKER_00]: that understanding transcends even borders and adding to that understanding that the world goes really fast.
• 3:43
  [SPEAKER_00]: And what I mean, fast, I mean, I don't know how many of you wake up and go, while we're to the last week of month go.
• 3:50
  [SPEAKER_00]: And it feels like we've been in 2025 for like a day.
• 3:54
  [SPEAKER_00]: Understanding relevance and timeliness and paying attention to time is really important.
• 4:01
  [SPEAKER_00]: Talk about how staying relevant in your global initiatives, in your areas of influence, and understanding how the complexity of whatever your influence might be by transcending different cultures, different people can help you to slow things down, always slow things down,
• 4:22
  [SPEAKER_00]: time becomes a little bit more manageable.
• 4:24
  [SPEAKER_00]: We also get better at what we do with our time.
• 4:28
  [SPEAKER_00]: So when we're collaborating digitally, when we're presenting to our remote teams, we just talked about this in a podcast.
• 4:38
  [SPEAKER_00]: Staying open, maintaining relevance for everybody, making them inclusive.
• 4:45
  [SPEAKER_00]: Listening to what they have to say,
• 4:47
  [SPEAKER_00]: And if we know where they come from, if we know where they're at, if we know what times of they're in, because even in the United States, we could be two, three times on the way.
• 4:57
  [SPEAKER_00]: And two or three hours is a lot.
• 5:00
  [SPEAKER_00]: We might have people who have to have different deadlines, that's another timely issue.
• 5:05
  [SPEAKER_00]: Keeping this all alive, keeping this all top of mind,
• 5:10
  [SPEAKER_00]: can help us to be less reactive with our teams and more proactive with our teams.
• 5:18
  [SPEAKER_00]: When we get to know them, when we get to know what they face, when we get to know the challenges they have, we can better anticipate how they might lean into their areas of influence, how we can support them through it.
• 5:29
  [SPEAKER_00]: And it takes away the reactive nature that we get from surprises.
• 5:34
  [SPEAKER_00]: And look, timely leadership isn't reactive.
• 5:38
  [SPEAKER_00]: So a lot of people say, and I mean, what about the exceptions?
• 5:41
  [SPEAKER_00]: What about the things that we don't know about?
• 5:44
  [SPEAKER_00]: Well, what I will tell you is that
• 5:47
  [SPEAKER_00]: If you think about what possible issues could you face, then what you are doing is you're planning for the unexpected, and even just thinking about that, even just going through scenarios on how you might react and lean into surprises or challenges takes away.
• 6:09
  [SPEAKER_00]: the reactiveness of it.
• 6:10
  [SPEAKER_00]: Yes, you're still reacting to something, but if you have practice it, if you have thought about it, it's actually less reactive and more proactive.
• 6:18
  [SPEAKER_00]: And it's proactive leaders who can balance real-time decision-making with long-term influence and create this trust that has to happen across our organizations.
• 6:32
  [SPEAKER_00]: And again, that could be
• 6:37
  [SPEAKER_00]: But if we apply it the same way, regardless of where we're at, we can have a good place to deal from.
• 6:46
  [SPEAKER_00]: We can have a good place to lead from.
• 6:49
  [SPEAKER_00]: We can have a good place to communicate from.
• 6:51
  [SPEAKER_00]: And that place is smart, specific, measurable, attainable, relevant and timely.
• 6:58
  [SPEAKER_00]: And it allows us to transcend almost all of the issues we face.
• 7:02
  [SPEAKER_00]: So I hope that regardless of
• 7:06
  [SPEAKER_00]: If you're area of influence, it is just local, regional, multi-state, national, international.
• 7:14
  [SPEAKER_00]: go at it with a common sense of purpose.
• 7:17
  [SPEAKER_00]: Be specific.
• 7:19
  [SPEAKER_00]: Be measurable in what you're asking for.
• 7:21
  [SPEAKER_00]: Make sure you understand what's attainable.
• 7:23
  [SPEAKER_00]: Where they're at in the situations that they're working from leading from be relative and be real with them.
• 7:31
  [SPEAKER_00]: Make sure that what you're asking of them is related to what their expectations are and what they think those or understand those
• 7:40
  [SPEAKER_00]: make sure that you give people the opportunity to do what's needed to be done in the right amount of time and don't set deadlines that create failure in their minds by setting expectations too high.
• 7:55
  [SPEAKER_00]: Hope you've enjoyed listening today.
• 7:57
  [SPEAKER_00]: I look forward to talking to you again soon.
• 8:00
  [SPEAKER_00]: Have a great day.