doug smith training

Are you working hard on your goals? I hope so. Goals require attention, effort, and energy. And you know what else goals benefit from? Help. Specifically, help from other people. And where do those people come from? They could be your team. They could be your peers. They probably START though with people you have helped before. When you help others to achieve their goals, they become remarkably more available to help you with yours. When you help other people achieve their goals they become more powerful allies. Whether you are working on goals that need help or not right now -- reach out to see who else you can help. Maybe they'll reciprocate and maybe they won't -- but there's nothing TO reciprocate unless you help first. -- doug smith Leadership Call to Action: Think about a friend or co-worker who is working on a project that you are not involved with. Sometime in the next week, call them and ask how you can help.

Do you enjoy analyzing a problem? I can analyze all day long. It is useful, and it's even satisfying. But it does not solve the problem. Problems are persistent and do not care about your analysis. To fix a problem, we've got to do something. Your problem will probably survive analysis. Do more. -- doug smith Leadership Call to Action: Think about a problem that you have been analyzing recently. If you have not already done so, write down all the possible causes of that problem. What is your next step beyond analysis? What part of that step can you do this week?

Have you known any leaders who let power go to their heads? Some people, once they gain leadership responsibility, allow their self-image and self-interests to take on outrageous proportions. But, leadership is not about selfishness. There is a major difference between healthy self-image and limitless self-interest. High performance leaders care about other people. The results are important, and so are the people. To get there, to take care of people to such a degree that they of course work hard to achieve the desired results, a leader must control that ego. A leader must be humble. You'll know when you are practicing humility: you'll be curious. You'll be patient. You'll be kind. If you're doing all that already, excellent and please continue. If you're not, the opportunity is there. True influence and power requires humility. Humility is an early sign of understanding, and it's in the understanding that we begin to agree, to change, to grow, and ...

High performance leaders are also coaches. There is no avoiding the need to give your team members feedback. The most robust way to develop a culture of feedback in your team is to coach - not just a little - but constantly. Coach, coach, coach! Lead with inspiration of course, and also lead with coaching by sharing deep conversations with your people about performance. Appreciate the good work. Redirect the sloppy work. Fine tune the vast amount of work that fits somewhere in-between. It's good for your team, and it's good for you. There are so many benefits to coaching, including: Better performance More comfort at giving AND receiving feedback Stronger relationships More effective communication Faster response time on urgent team needs A closer, more cooperative team You can probably think of even more benefits to coaching. Any time we coach another we are also coaching ourselves -- and that is enough of a benefit to keep coaching no matter what. When you...

I suppose that if a problem is easy to solve that it isn't even a problem. Just solve it and be done with it. A problem like that is more like a decision than a problem. We all have bigger problems than that, though. We all struggle at times to solve what feels like an unsolvable problems. Some problems truly can't be solved, and must then be managed. How can we tell the difference? We need to ponder the possibilities. We need to change the problem into a goal and figure out how to bring that about. The difficulty is like a framework for building something we haven't thought of before. The problem stands there, a form waiting to redirect our notions of what is possible. Tough or not, solvable or not, a problem creates a space for traction. A problem you can't solve is give you room to grow. Grow. -- doug smith Leadership Call to Action Create a list of three problems you have not been able to solve. Next to each problem, write the one leadership ski...

Leaders don't usually ask for the problems they are confronted with, and yet there they are. Busy lives lead to a kind of numbing busyness that can detract focus from what is most important. For front line leaders, what is most important is solving problems and achieving goals. Avoiding problems keeps them growing. To solve a problem we must first be willing. That takes time. Time to stop, breathe, and analyze the problem. Time to gather the will and resources need to first convert that negative problem into a positive goal and then to get busy solving it. Solving a problem is mostly showing willingness to solve the problem. Are you willing? -- doug smith Call to Action: Write down three problems you've been avoiding Circle the one that troubles you the most Convert that problem into a goal: what do you want instead of that problem? Get started solving it For more help in a process for solving problems: Follow the links in the Leadership Toolbox on ...

Which is more important to you as a leader, results or relationships? That's a trick question of course. You do not need to pick one or the other. In fact, high performance leaders focus on both and they start with relationships. Take care of your relationships and your results will improve. -- doug smith Leadership Call to Action: Build the relationships on your team today. Spend at least part of your day having meaningful conversations with team members, one at a time.

Are you good at criticism? I am. It's so easy to find what's wrong with something and there have been times when I'm more than happy to share that criticism. What I've learned, though is that criticism may be necessary but there are useful and not useful ways of delivering it. Negative energy comes from negative input. If all I communicate is what is wrong with what I see, it both shuts down the desire for feedback AND distorts what I see. It would be extraordinary for anything to be all wrong, or all right. There are degrees of excellence. High performance leaders work to increase the degrees of excellence. That is helped by respecting whatever we're evaluating. Share your observations, certainly. Just be sure to observe what works as well as what does not work. Balance criticism with hope and confidence or the criticism will do more harm than good. And high performance leaders are all about doing what's good. -- doug smith Leadership Call to A...

How do you help yourself? Help other people. When we help other people we enhance our own self-esteem. When we do right for others we build relationship equity. And, most of all, when we help others we create a habit of service that makes the world a better place. Serve first, and see what happens. It's a habit worth developing. To help yourself the most, start with goals that help other people. -- doug smith Leadership Call to Action: Check your top three goals. How do they help other people? Which one helps people the most? What if you gave that goal your first focus today?

When you are solving a problem, do you consider the impact your solution will have on other people? I've seen leaders who impose solutions on their teams that make the job worse, not better. While some degree of resistance to any solution is natural, your problem has a much better chance of staying solved if the solution you pick is supported by your team. Does your solution make the job easier? Does your solution make your customers happier? Is your solution elegant and simple and yet robust enough to solve the problem? The purpose of problem solving is to make life better for you AND for others. Centered problem solvers consider the needs of everyone impacted by the problem AND by the solution. Don't let your solution damage your solution. Change management is part of your task. Centered problem solvers do the whole job. Do the whole job. -- doug smith Leadership Call to Action: Before implementing the next solution you come to, check with the people who ...

As soon as something is gone let it go. -- doug smith Leadership Call to Action: That thing that's been on your mind but has long since left your life? Let it go. That team member who was disruptive or lazy and is no longer on your team? Let it go. Let it go.

This brief video poses the theory that in order to build an effective team it is important that the people on the team get along. Interpersonal dynamics are important. While this may seem obvious to anyone who has worked with many teams, it is still important. How well do the people on your team get along? What are the interpersonal behaviors that your teams needs and wants? Why not explore that idea at your next team meeting? It's cheaper than a retreat, requires no trust falls or zip lines, and might just be the best thing you do for your team this month. -- doug smith Leadership Call to Action: Gather your team. Plan a substantial portion of your meeting (or maybe nearly all of a meeting) to asking your team members the following questions. Make sure that someone is capturing the answers on a group memory (white board or flip chart or similar display.) What interpersonal behaviors do you find most helpful when working with others? What habits or behaviors ar...

It's tempting. It seems so easy. A little hiding here, a little running there and who would notice? You'd know. You'd feel it. That ache would still be there to solve that problem before it unwinds you. The problem with running from our problems is that they are usually attached. Rather than run, why not solve that problem? -- doug smith Leadership Call to Action: What problem have you been avoiding? Today, do something about it! Things you could do right away: Convert your problem statement into a goal Talk with a friend about it Make an appointment with a professional about it Draw a root cause mind-map to uncover the root cause Silently write a list of one-hundred ways to solve your problem The possibilities are endless. Do something.

High performance leaders take care of the details. What helps the most in taking care of the right details is keeping focus. Knowing what is important is the first step, acting on what is most important is the next step. No one can do everything, so high performance leaders maintain a sharp focus. To determine that focus, identify your goals. Align those goals with your mission, and the focus develops naturally. Prioritizing becomes easier when you know what is most important. What is your focus? Our goals reveal our focus, so be sure to focus those goals! -- doug smith Leadership Call to Action: Play hard, work hard, be smart!

What are you afraid of? We're all afraid of something. Some of us are afraid of many things. It makes sense to be afraid when danger threatens your physical or emotional well-being. If your life is in danger, deal with it promptly even if that means running away. Could it be that our fear centers are over-working? Is it possible that we avoid too many things that need a healthy supply of confrontation? High performance leaders confront their fears. They face into the risk knowing that they will grow in the process. It takes practice. It takes building muscles over the years and continuing to learn long after you think you know all the answers. That's just the beginning. Fears are there to warn you AND to challenge you. Can you handle this? Are you ready for this? Are you going to let this turn into an opportunity or a stalling game of keep-away? Challenge your fears, don't worship them. You're bigger than they are. -- doug smith Leadership Call to Ac...

We all have agendas. All organizations have agendas. All movements (useful or not) drive agendas. This leads to a variety of mixed motives and unsavory outcomes. This leads to conflict and trouble. It doesn't have to be that way. What you live for, what you trust in, what you drive could be for the benefit of all. What you live could be a model for how you want to be treated -- and isn't that below the surface of most worthy faiths? Found your faith in love. Seek that good in the world that you can accent, amplify, and add. Add love Unless your faith was founded on love it's standing on shaky ground. Add some stability. Add some endurance. Add some goodness. Add love. -- doug smith Leadership Call to Action: Whatever you do today, add love.

Problems pile up. Answer hide. Frustration builds. Still, there are always more answers. There are always more possibilities. Our biggest challenge is to give up before we have explored enough possibilities to find a winner. There's a winner (or two or more) in there. Keep digging. Keep generating ideas. Keep focused on possibilities. We may never run out of problems but we'll also never exhaust our possibilities for solving them. -- doug smith Leadership Call to Action: Stay curious!

You've got this. It's another great start to another great week. Whatever the challenges you face, you are ready. And if you're not ready? You'll learn! High performance leaders find the answers and today, you are ready to find some answers. -- doug smith Leadership Call to Action: Be your best!

Values evolve over time. If values are ever true, they refine without denying what once was. They grow. They distill. They find ways to self-generate the results they aspire to. Here are some values I've refined into calls to action. I don't just agree with them, I expect to do them. To show them. To act on them. Sometimes it goes well, and often I fall short. The journey is a long one, so keep going. Here are my current calls to action: Be your best Stay curious Say yes! Communicate, Connect, Interact! Challenge yourself Reach out with compassion Expand your possibilities Appreciate Play nice, work hard, stay smart Learn constantly What are your values? What are your calls to action? -- doug smith