doug smith training

Do you try to do everything on your own? If you're part of a team, and especially if you are leading a team, it goes better by collaborating. Working together. Helping each other.  People like to be connected. What better time to strengthen your connections than when you have a problem? You don't need everyone in the world to help you solve a problem but you probably do need someone. Find out who that is, and get them involved. Besides, it is way more fun that way, too. -- doug smith  

Like most team behaviors, motivation is contagious. When people look around and see team members energized, charged up, focused, and engaged, it tends to spread.  That's not a shortcut, though. Leaders still need to do the work by creating an environment that supports and challenges the team members. Leaders also need to develop relationships with individual team members and help those team members develop cooperative, cohesive relationships with each other. There's no quick fix, but it helps to start doing something that does work. One thing is talking with your people. Lead with questions long before you offer any answers.  What motivates your people? Ask them. -- doug smith  

People are motivated by their own individual needs, but also powerfully by what motivate those people nearby. Behavior, and motivation, is contagious. Winning leaders create environments where motivation is widely shared. It's not a contest, it's a team.  -- doug smith  

Create the kind of team that everyone always wanted be a part of. -- doug smith  

No matter how important goals are to us, we get busy and if we're not careful the urgent outflanks the important. Schedule time to work on your goal to make sure that you do work on your goal. The urgent stuff will still be there. It's the important stuff that you'll be remembered for. -- doug smith  

Great goals are tough. We don't remember the easy goals, but the tough goals change us.  Set a tough goal and then run with it hard.  The pursuit of a tough goal requires relentless dedication. Isn't that what you've been preparing for? -- doug smith  

This is probably get some disagreement. We've come to rely so much on one particular trait of business, probably even more than price. Convenience. We make so many decisions based on how EASY a transaction is. It's so much EASIER than ever before and we've all been spoiled by click-and-ship that anything with any friction whatsoever gets passed over. That's an understandable decision, but not always the best one. Convenience is great, but no substitute for quality. Hamburgers are convenient but wouldn't you rather eat a steak? (please excuse me my vegetarian and vegan friends.) Social media is convenient but how about the depth and richness of a long face to face conversation with a dear friend? I advocate that we consider other measures in our important decisions. Measures other than convenience: Quality Durability Care Beauty Drama What would you add to the list? Convenience is a poor measure of quality.  Let's consider everything else that makes business -- a...

Do you remember the first team that you served? All of the bright spots, a few of the duds? How about the next team? And the next? If we're leading at our best (not perfection but our best) and accomplishing wonderful things with our teams we should remember them forever, Maybe not every name and face, but most and in some clear detail. My best teams have felt like family. Some team members I'm in touch with thirty years later. Do teams right, and they'll change your life. You are going to remember your current team forever -- what will you do to make those memories satisfying? -- doug smith  

Maybe you inherited your team. Maybe your team just lost a key player. The game goes on. You've got to keep playing, keep producing, and keep developing your team.  Work with the team you've got. When you do, they will astound you. -- doug smith  

You can organize a team around your goals and you can also organize your goals around your team. Both are essential moves to your team's success. -- doug smith  

Can you solve every problem? Of course not. Some problems need more time, more resources, more miracles. Sometimes the best we can do as a leader is not to make things worse. Even if you can't solve a problem there's no reason to magnify it. Look at that problem from the viewpoint of someone who just doesn't care. Does it look different? Is it really a mountain or simply a molehill (of course, if you've ever had moles you know what kind of problem that is). Will any of it matter a year from now? If yes, get busy. If no, breathe? -- doug smith  

What we tell ourselves about how we serve determines largely how we serve. -- doug smith  

Problems are complicated. We need to think clearly about them, to analyze their causes. We also need to act quickly because, oddly or not, some solutions expire.  Sit, or move? Think, or act? This isn't a universal assertion, but maybe one with value:  the situation isn't entirely the problem, and the problem isn't entirely the situation. As closely as cause and effect may nest, there are likely other causes, other effects worth considering. It's a bit like widening the circle in a jam session. Yes, the new instruments complicate things, and yes, sometimes the notes are discordant, but oh! the miracle of the unexpected harmonies can make the how piece better. That's the situation. What if it existed before the problem, and needs to exist beyond the problem? We can sit with a problem without making that problem the entire situation. What do you think? -- doug smith  ps: The drawing is only partially related. It't a situation. It's a problem. I drew this danci...

Work your goals but make your goals serve you. No one needs a goal that makes them cranky. -- doug smith 

I remember getting a big let-down after a show would close, or a project would end, or a movie would wrap...anything really important that I'd been working on. All that work. All that focus. All that energy. And, then suddenly it's done. But that was then. That was too much focus on the outcome and not enough on the process. Because the end comes and goes, but the process can continue. The process of creating, of learning, of growing.  The best part of achieving your goals is enjoying the journey, and then you avoid any big left-down at the end. The journey, the process -- that's the joy. -- doug smith  

If you could be remembered forever for one thing, what is that one thing? Share it with me if you like. I'd like to know, because it is probably entirely possible. It could even be a goal. -- doug smith  

Have you ever gotten resistance to a goal that you really wanted to achieve? Maybe someone told you that you weren't capable. Maybe someone told you that the goal was wrong for you, or unachievable.  What do they know? Your goals are important no matter what anyone says. Get started when you're ready. -- doug smith  

What looks like the root cause of a problem may have roots of its own. Keep digging. The rush to solve may leave things unresolved.  -- doug smith  

Every problem leads to an outcome.  Some you want and some you definitely do not want.  You're going to prefer the outcomes of the problems you solve. Don't you think so? -- doug smith

Would you agree that what we need is more service, not less? And yet, everywhere we look we see service slipping away, drifting into some lip-service pretending or worse yet, not even pretending. It is often a financial decision: you can have it nice or you can have it cheap. Over and over and over again people will choose cheap, even when that is not what they really want. We are better than that. You're better than that. I certainly hope that I'm better than that, too. If the level of service you provide depends on the payment you receive you are doing it wrong.  Everyone deserves the very best service that you can possibly provide. -- doug smith

Inspiration is inexhaustible. Take all you want. - - doug smith  

It is scary to watch someone lose their temper. Yelling, screaming, slamming, isn't it all unnecessary? Calm it down. Breathe. Relax. If you burn too hot you burn out fast. - - doug smith

Ask someone about their goals. You'll be doing them a favor. -- doug smith 

Maybe your goals are assigned to you from someone else. If you have a job, that's probably true about many of your goals. But in the end, isn't it really up to you? What you do, when you do it, how you do it, no matter how formalized the process you are still involved and deciding. You define your goals and you define when those goals are done. Finish what you started, or kiss that goal goodbye. -- doug smith  

It's the start of a better, deeper, more productive conversation. It's the small effort to make a big impression in establishing relationship. Connect with respect. You don't have to love the person you're interacting with (although, wouldn't that help?) but if you make the effort to demonstrate respect whatever you have to share will land with more credibility. It is a leadership strength. Connect with respect. Smile. Make eye contact. Listen. Honor customs, traditions, even organizational hierarchy.  The choice of course is up to you. It's a very personal choice to connect with respect. If you make that choice, I think you will like the results. -- doug smith PS: I didn't expect to use a picture featuring a horse for this posting but when I saw it there was a deep feeling a respect showing.  Action Step: Find a picture that represents respect for you and for a week, keep it close enough to look at it for a bit every day. 

Leaders must serve. We don't all like that. Sometimes, we'd prefer to be served. But, think about it. We serve our customers. We serve our boards. We serve (yes, we do) our team members. We even serve our peers and of course we serve our bosses. That gives us an important choice: we can serve gladly, or we can serve madly. The work is the same; the emotion is different. The difference between serving with resentment and serving with love is the difference between hardship and happiness. Doesn't happiness feel better? -- doug smith  

How are you at keeping your commitments? I don't need to convince you of the benefits of keeping promises, even (especially) promises to yourself.  One of those commitments could be to time and how you use it. Setting aside time for what is important. Knowing that in order to focus, you'll need focus time, and that means both scheduling it and protecting it. True commitment to time takes courage.  How do you feel about that? -- doug smith 

Facts matter. We should pay attention to data. And, we should remember that data isn't the whole game. Data is a poor indicator of feelings.  Feelings matter. People will believe that they matter when leaders show them that their feelings matter. That's not always easy and it can even be counter-intuitive if you're an analytical sort like me, but it is necessary. Facts matter. Feelings matter. And, more often than we might care to admit, people decide based on how they feel. How do you feel about that? -- doug smith 

Serving without the expectation of reward provides its own reward. If you are familiar with that feeling that means you're doing it right. And, if you're not, it's never too late to start serving with joy, serving with compassion, serving with enthusiasm.  -- doug smith

How often do you check-in on your development? How do you conduct that little audit? I remember regularly gaining adjustments from a wonderful chiropractor who had as part of their practice a regular posture check. We'd stand while the chiropractor carefully looked us over. It was amazing how much they could tell about our alignment, our health, our balance, our well-being. As treatments progressed, posture improved, and so did my health. When it comes to leadership development, what's your version of a posture check? Do you get feedback from your team? Do you talk with a mentor?  Most leaders are held accountable on their metrics, but not everyone gets to check-in on their development. I'm curious, because if I could find a way to check-in on my leadership customers that helped them track their progress it would be a useful tool. We've all probably had enough surveys, so maybe something else. Something practical and easy. Maybe some way to check balance, feedback, team...