doug smith training

  A problem that is intentionally caused should not be ignored. It is either a conflict, or about to become one. When was the last time you saw a conflict resolve itself? (That's what I thought...) As one of my mentors, Andrew Oxley taught me: "You don't have to get angry, but you do have to get active." Do what leaders do: solve problems. A problem caused intentionally points to a root cause and a larger opportunity. Ignored, it gets bigger. Addressed, it may get solved. -- doug smith

We're all here before we discover why.  Some people never do discover why. With clear focus we eventually do discover endless reasons why. It only takes one good one to keep going.  As leaders we have the ability to help others discover and develop their "why's". Gathering people who share a wonderful diversity of why's while also being able to align powerfully with the team's "why" makes leadership rewarding, useful, full, and fabulous. Facilitating success -- reason enough to lead and tough enough to keep us growing. -- doug smith

Build things that people need and you'll always be needed. Just remember, you may have to change how you build those things.  People's needs change and those needs are often more complicated than they seem. There is also a power difference between "classic" and "obsolete." As hard as it is, leaders need to navigate that difference. Build things that people need -- practical goods. And keep improving how you do it. -- doug smith 

If you are a parent, or remember when you were a child, you've heard this many times:  "It's not fair!"  Probably spoken with a massive degree of indignation. There is something absolutely offensive about encountering unfairness. Injustice. If it is not fair it is not right. You know how it feels and you know it shouldn't be that way. That's one of the things that makes leadership so important. Making fair choices. Treating people with respect. Moving toward your goals without taking advantage of other people. It takes character and strength and resolve.  Life may not be far, but as a leader you can be. Let's be fair. -- doug smith

  How are you at discovering things with other people? As much as I do enjoy working alone, exploring, doing lots of discovery, I also find that it is absolutely amazing to be able to co-discover with other people. New things emerge. Synthesis arises. Jam sessions abound. When we work together we discover worlds beyond our lonely grasp. We discover what's right. -- doug smith

  "It seems like the project is right in front of you..." I said, beginning to offer some free consulting. "I don't need advice," she said, "I need collaboration." Of course.  -- doug smith

  Your goals are up to you. If you've got a pulse, if you're breathing, your goals are up to you. Other people may assign you tasks, projects, and even goals but let's face it, it is completely up to you. Isn't that the way you want it? -- doug smith

We grow in the direction of our intensions -- so set your intentions clearly and positively. I can't think of a better alternative, how about you?  -- doug smith

Thirty minutes to talk about your goals, problems, or leadership development. Not therapy. If you need medical, mental, or tax advice please consult a certified professional in one of those fields.

How often do you take time to reflect on what you've learned? Whether it' a debrief after a project, a feedback session after a job, or even a daily check-in to ask yourself "what did you learn today?" taking time to reflect helps us to learn those lessons we need to continue to improve. It's a matter of asking questions, thinking about your response, and considering what to do with what you've learned. What happened that worked for you?  How did you make the best use of your time and energy? What would you do differently next time? What will you do with what you have learned? Reflection gives us direction. Direction gives us cause. Take that pause to find that cause, and keep on learning! --  doug smith What have you learned today?  

Have you ever avoided feedback? Do you know anyone who avoids feedback? Even when we know we benefit from feedback, we'll do our best to avoid that feedback if it hurts. Unkind critical feedback stings so much that we pull away. As leaders, we can fix that. Take the sting out. Make feedback feel useful and kind. Not by coddling or being polly-annish. Not by being toxically positive. By being accurate, unemotional, and kind. By listening first and sharing feedback second.  Lower the temperature, raise the compassion, increase the frequency, and develop a team with a culture of sharing observations and eventually people will embrace the feedback instead of avoiding it. Feedback is fuel for growth. Feedback is best built with trust. -- doug smith