doug smith training

The trouble with feedback is that we don't want it, or if we do we don't know how to give it, and don't know when to start or stop it. Ah, but what if we did? What if we could build a high-feedback culture where people were open to feedback and knew how to put it to immediate use? We can. It takes practice. It takes experience. It takes caring about how we do feedback and who we share it with. Here's one thing you can change immediately that will dramatically improve the feedback frequency on your team: ask for advice more often...and then really listen. Don't even call it feedback. Ask for advice and not only will everyone have some, once you show that you're open to it, they'll ask for advice in return.  What's your best tip on giving and receiving feedback? -- doug smith  

I've had the joy of working with many talented leaders recently. Here are some in-action photos of them hard at work solving problems and achieving their goals.

How's your creative impulse? Do you roll with it, or resist it? Do you chase it, or embrace it? Creative intuition comes and goes. When we grab it, we instantly have something to work with. When we let it pass, it fades away. If you don't trust the creative impulse it might stop trusting you. Where will you be then? Trust your creative impulse. -- doug smith

Whether you are a great leader or something less, the reality is that you will build the team that you deserve. High performance teams develop accountability, excellence, and positive results. High performance leaders develop that and more through clarity, courage, creativity and compassion. Leaders need clarity around their vision, their mission, and their goals. Teams need to know which direction to move, direction provided with clarity. Leaders need the courage to stand against obstacles, to resist temptation to take the easy way out, to fully back their people. Teams need leaders with the courage of their convictions and with visible assertive support of their team. Creativity gives a leader the ability to generate new ideas, to innovate in a constantly moving environment, to think of new ways to inspire and motivate their teams. Teams, equipped with creativity, never get stale. They find the fun in what they do and they convert that fun into positive results. Since leaders deal wi...

Whenever I ask a class "have you ever said anything that you regret saying?" the answer is always 100% yes. A mumble easily becomes a stumble when it's tainted with trauma, distrust, anger, or sorrow.  There are things we could say that don't help in any way. It's better to keep those things to o oneself. I had a boss once who wisely told me "Doug, when you're upset, pause and count to ten." "And what if I stay upset?" "Then count to a hundred." She might as well have said count to a thousand, because I knew exactly what she meant. Some things do not need to be said. We've all got better words inside us willing to take that mistake away. -- doug smith  

As a recovering know-it-all I remember making many mistakes, trying to solve someone else's problem. I've learned that maybe, just maybe, I can help, but it is highly unlikely that I'll solve that problem. The problem with solving someone else's problem is that it may not fit into their schedule. Or their plan. Work together. Collaborate. Share. If the solution emerges between you, let them take credit for the brilliance of the solution. You'll never run out of problems to help on, unless you try to solve them all on your own. -- doug smith  

Have you ever been in a conversation so intense that you question the health of the person who is arguing with you? Most of us have. In that moment, when our nerves are frayed and our anger is rising, it is ever so easy to say the wrong thing. It's tempting to ask the wrong question. When we push against someone's dignity the reaction will not be positive. You know that, I know that, and yet we've done it anyway. Here's a note-to-self: stop, pause, breathe, evaluate. What would be the best thing to say or do? Because...if you ask someone what's wrong with them they will likely find something wrong with you. And they might not be wrong about that... -- doug smith  

People work on bad goals far too often. It sounds good, it reaches for some vague feeling of satisfaction, and yet the goal is a poor match for who they are or where they are. How you form your goals matters.   Get the goal right before you work on it to save yourself lots of aggravation. Keep it simple: action word, result, and time. Keep it ambitious but possible. And check to make sure that what you want is what the goal will give you. Otherwise, that poor goal is a waste of time. -- doug smith 

What we work on matters. What we choose to focus on not only matters but it's also completely up to us. What's your focus today? This week? This month? I'm learning to limit my focus to what matters most, one goal at a time. How about you? Better goals create better lives.  That's what we want, and deserve. -- doug smith

What makes a team member seem smart? Is it their knowledge? Is it their experience? Or, are they simply gifted? High performance leaders work to build teams that include people smarter than they are. They are out there, why not bring them to your team? If you think that you are the smartest person on your team you are either wrong, OR not finished recruiting.  -- doug smith

Some people take a vitamin every day. Some people read a passage from a favorite book every day. Positive daily habits support a successful life. Set a goal at least once a day and then achieve that goal. It builds the kind of momentum that leads to wonderful things. And you do want wonderful things, right? -- doug smith