doug smith training

  High performance leaders get stuff done, and they do that thru other people. We do our best to optimize our processes, and then we create environments and conditions where the people in our organization can prosper, Otherwise, what's it all about? Our customers = people. Our teams = people. Our stakeholders = people. High performance leaders focus on people first, and then on performance. -- doug smith

When people suspect you of lying you've got some truth to tell. Where's the doubt? Where's the suspicion? Where's the pattern of distrust emerging? Not everyone can even hear the truth, but we have a leadership option to tell it. And, maybe even more importantly, we have the need and responsibility to explore our truth before proclaiming it. What if we're wrong? What if our "truth" is incomplete? What if the delivery of our "truth" smells like lies? When people suspect you of lying -- it's worth checking to see if they could be right. -- doug smith

How do you develop performance? Every leader has a duty to develop performance. The status quo has got to go -- everyone everywhere benefits from constant improvement, constant development. When team members do not feel like they are being developed they are likely to leave. And, if they don't leave, how do you feel about their performance gradually falling behind? Because unless our performance improves, let's face it, it's falling behind. Performance is all about results but it is much more than that. Where does it begin? How do you start? Before we can feel the benefit of development it must be felt by others. People need to feel that how we perform our job is making a positive difference in their lives. And that is service. Developing performance starts with service. The ways that we serve others will be registered as our performance. Our customers aren't concerned about the financials, the KVI's, the deliverables. Our customers are focused on how we make them f