doug smith training

  Problems that seem unsolvable at the micro-level may be manageable at their macro-level. Check your perspective. Gauge your distance. Focus on what is possible.  Ask the questions you'd ask about any mystery. What's going on? How did we get here? Where do we want to go? What other questions do you ask in order to move from impossible to possible? -- doug smith

Success is learned, as well as achieved. We learn by striving, studying, practicing, planning, performing -- all the many ways to learn in order to approve.  Each successful goal achieved teaches us more about success. What works best for us, what gets other people involved,  what we'd best plan and what we need to improvise. Turn by turn, goal by goal, we learn how to do better. What have you learned today about achieving your goals? -- doug smith

Finding goals that we share makes them more meaningful and easier to achieve. -- doug smith  

We've been fascinated by the possibility for decades of robots running the world. It starts simply enough, assembling products, calculating odds, writing emails, correcting grammatical errors...hundreds of tasks.  And then, as we've seen in so many movies, it goes too far and we lose control. We go from being the masters to being the puppets.  That's no fun. And, it's not a certainty, either. Why ever surrender our free will? As hard as that is to believe, many people seem to be fine with that. Convenience could be worth any price to some people, but not to those who have thought it through. We need our human touch. We need our critical thinking. We need our spiritual connections. We need each other. When the robots take over you're going to need all those people you thought you didn't need. Lay-offs are surrender.  Use any tool you want as much as you want -- there's nothing inherently evil about AI. But keep those human connections. They are what makes it ...

Leaders love stretch goals. It does make sense to help our team members grow, through ambitious projects and next-level assignments.  But if you've ever had a leader take that too far you know it doesn't motivate anyone to frustrate them. It's not empowering to crush under an impossible task. Set reasonable expectations or face disappointment. Whether it's with someone else, or even yourself. Isn't an outrageous promise a kind of lie? Let's do what we can do, and be careful about promising the unreasonable. -- doug smith  

It isn't possible or necessary to solve every problem. Focus on the problem in front of you. Solving that first problem builds momentum and experience for solving the next problem. You'll never solve them all, but imagine how much better things will be after you've solved the ones right in front of you. -- doug smith  

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