doug smith training

 When we are frustrated it is tempting to say "no." When customers are unreasonable it is oh so easy to say "no." As a high performance leader and as someone who learns to balance clarity, courage, creativity, and compassion, you'll hold off on that "no" long enough to consider a useful "yes." A yes that will please your customer and you as well. A yes that builds a relationship bridge instead of constructing a negative wall of "no". Sometimes, instead of saying "no" we need to say what it would take for us to say "yes". You can always say "no" later if you need to. Keep that "yes" ready, though, and it will likely work out for the best. -- doug smith

  How do you feel about being misunderstood? It makes me frustrated, but I've learned that being frustrated in someone else's inability to understand me has no pay-off. Instead, the opportunity is to clarify how I'm communicating what I want to say. If they didn't get it, I need to try something else. I could say it in a different way, or use a story to illustrate, or identify data that supports the message, or let them tell me first to see what they already know...many ways to clarify and clarify we must. We are so often misunderstood that we must work extra hard to be precisely clear in our meaning. We can always do that, and it's not likely that someone else will do it for you.  Clarify! -- doug smith

You don't have to create a family at work. Families come with their own difficulties and if you've ever worked in a family business you know all about that. People at work don't have to love each other, but they do need to respect each other. Communicating clearly and honestly is a start. Collaborating instead of competing helps. Do your job, jump in to help when you're needed, and keep supporting the team's mission and goals. You don't need to create a family at work to build a great team. What you need is clarity, courage, creativity, and compassion.  Great leaders create the atmosphere where those core strengths prosper. -- doug smith

  I've known people who are so creative that they not only let their imagination run wild, it gets them into trouble because they let it drive everything. If you run away to join the circus, you could end up being a clown. If that's your goal, then great. Just know the possibilities of an unregulated mind. You can allow your imagination to run wild without putting it in charge. Yes, we need creativity. Go for it often and with enthusiasm. And, we also need clarity: what are we trying to achieve. We also need courage: will you stay the course when you're challenged? And, we also need compassion: can you pursue your goals while caring about other people? Go ahead and think outside of the box -- just don't fall into a hole you can't crawl out of. -- doug smith

Is it possible to be too creative? Possible or not, many people fear that. They back away from radical innovation because it's scary. How can you know? How can you keep your creative juices in proportion to the juice available? How much is too much? More often than not, too much is not the issue. By holding back, by stepping fearfully, we are much more likely to settle for far too little. That's not for you, is it? That's not for me! And, yet, I don't want to over-do it, either! Yikes, what are we to do to create and maintain enough balance so that we have the creative energy to test the unknown without jumping off a cliff? It takes clarity. Clarity around a vision. Clarity around solid values. Clarity around current priorities.  Clarity gives us the guardrails we need to know how much is too much. Touch on that clarity. Develop that clarity. Rely on that clarity and fear diminishes.  Creativity balanced with clarity bridges the possible and impossible.  There may not b

Nobody is perfect. Especially, leaders who are managing big problems and dealing with difficult situations. That's not an excuse, it's a reality. Insisting on perfection will lead to disappointment. Disqualifying based on imperfection disqualifies all. A bigger question is, "can we tolerate the level of imperfection?" Another better question is "have that leader's shortcomings clouded and neutralized (or even reversed) their strengths?" We must not let our shortcoming devour our strengths.  We're better off rising on our strengths. To do that, we must never let our shortcoming prevail. Rise on clarity, courage, creativity, and compassion.  Rise. -- doug smith

What do you need in order to lead? Does it take a title? Authority? Election or selection to be chosen the leader? While all of that helps, it's not what you need most. You don't need permission to lead, but you do need strength of character demonstrated with courage, clarity, creativity, and compassion. Start with a foundation of those core strengths, and the rest will be easier.   -- doug smith

You've heard it so many times you could be tired of the expression: color outside the lines. I'm all for creativity, but let's face it, boundaries are also important. Sometimes a leader needs to make those boundaries clear and certain and keep things within those boundaries. The art of developing leadership includes some lines we need to color inside.  Knowing what those lines are is part of our job, especially when they change. It can feel like a paradox, but high performance leaders must balance clarity and creativity.  -- doug smith

How does it feel to firmly believe that you're right about something, only to discover that, no, you're not? I hate that. Whether it is assuming that one terrific interview means that I've just hired a superstar (sometimes yes, sometimes NO) or assuming that a good kiss starts a great relationship, assumptions have often gotten me in trouble. Assuming that someone (or even a group) agrees with you, just because they don't object. Maybe they do, and maybe they don't. Assuming that customers will buy your product or service because it's just so fabulous. Are you sure? Assuming that you've got it all figured out because of your depth of experience. What about the unexpected? I caution you about all of these assumptions because I've made them all (and more.) I'm not perfect, but I'm learning. Assumptions are risky. Unless we clarify our assumptions we could be deceiving ourselves and not even know it. We wouldn't want that , would we? -- doug smi

Doesn't it seem a little hazy sometimes? The future is fuzzy. Uncertainty rules. It can knock us sideways with a dizziness that dazzles us without rest. Breathe. You are up to this. You are made for this. You can center yourself, focus yourself, clarify your own goals, and push. Relentlessly push positively in the direction you choose. If it's the wrong direction, you'll discover that and shift. High performance leaders are constantly shifting. From the old, to the new. From the uncertain, to the clear. Shift. Centered leaders live with ambiguity while pushing for clarity. Keep pushing. -- doug smith

Would you like more power? Is gathering influence something that you value? You can gain that in many ways. Certainly, one way is to get promoted to a higher level job title. That does bring increased power. But, not enough, does it? You still want more. We all want more. We want as much agency and autonomy and independence as we can get.  Here's something you have absolute power over. You control this completely, and when you control it effectively it dramatically increases your power: Your attitude. How you look at the world. How you feel about your self. How you apply positive principles to persistent problems.  Your attitude is more powerful than your job title. You attitude is more powerful than any problem. Your attitude is a great source of power for you -- when you keep it compassionate, clear, courageous, and creative. Tap into THAT power -- it is inexhaustible. -- doug smith

Clarity on your goals gives you strength. -- doug smith

What is your two-word mission statement? I'm sure you've seen a lot of mission statements. I have, too. Most of them are so long that I couldn't remember them if my job depended on it. And yet, in many ways, your job does depend on it. I've learned that if you keep it brief, it's easier to remember which makes it easier to do and much more likely to shine as the strategic guiding light that you're looking for. Try this. First, identify what you do. Second, identify how you do it. Put those two things together. If you don't like what develops, try again. Find yourself a two-word mission statement and see how empowering it makes you feel. If you like it, keep it. If you don't, try again. What is your two-word mission statement? Mine is "developing leadership." It's an abbreviated version of the full mission statement of "developing leadership with clarity, courage, creativity, and compassion." I like both. I can reme

How we communicate is how we lead. High performance leaders communicate clearly, creatively, courageously, and with compassion. Clear, so that the message is understood. The mission is strongly centered as the focus. The goals are clearly aligned with the mission. The leadership actions support the goals. Creatively, because problems are not easily solved and do require new ideas. Because people prosper better in a creative environment. Because growth is the preferred direction. Courageously, because the more important your work is the more resistance you are likely to encounter and it takes guts to overcome that. It takes courage to stand your ground against the temptations to cut corners and shave ethics. It takes courage to keep going when it feels like your cause is lost. It takes courage to stand up to your boss in support of your own team. Compassion, because while high performance leaders must deliver on their goals and produce increasingly outstanding and high qual

The art of leadership is increasing your creativity, courage, compassion, and clarity every single day. What are you developing today? -- doug smith

Our leadership strengths are like muscles. The more we use them, the more we apply them to situations, the stronger our strengths become. How many problems could stand up to you using all of your clarity, courage, creativity, and compassion? Use your leadership strengths. Develop your leadership skills. Solve those problems and achieve those goals with the ease and elegance that you deserve. -- doug smith

Purpose: Open up new possibilities in solving problems and achieving your goals. Identify opportunities to apply your gifts and the gifts of your team to problems and opportunities. Materials: Blank Index cards. Preparation: Create two decks of cards. One set of cards contains personal gifts and strengths, such as courage, creativity, clarity, compassion, centeredness, influence, charisma, passion, etc. The other set of cards contains current problems or opportunities that could be addressed using your strengths. Process: Each person draws a card from each of the two decks and explores whether the gift and opportunity match for them, or whether they match someone else in the room. Describe how whoever has that gift might help meet that opportunity or solve that problem by effectively using that gift. Other participants award points: 1 point for a reasonable explanation, 2 points for a creative and effective explanation, 10 points for an explanation and commitment to app

When was the last time that you misunderstood someone? It might have been more recent than you think. We are all misunderstood sometimes. Without clarifying and confirming, we are misunderstood far too many times. Remember, most of the time we misunderstand something we are not aware of our misunderstanding. Clarify constantly. -- doug smith

How clear is your message? You'll know it's clear when it's understood. You'll know it's understood when your intended audience communicates it back to you, meaning and tone and urgency intact. Clarity requires constant clarification. Chances are you're not done. -- doug smith

Goals require change. Big projects force us into areas of uncertainty. Growth can feel uncertain. Setting a noble, powerful goal is essential AND so is the work to bring it about. We will experience resistance to our most powerful goals and sometimes that resistance comes from within. Resist the resistance and power thru. The outcome depends on your work. We might love the goal and still resist the changes that it requires. Recognize your resistance and let it go. It only stands in your way. What goal are you working on today? -- Doug Smith How to achieve your goals is part of the two-day workshop Supervising for Success that you can bring to your location. Contact me today to see how in two days you can develop the clarity, courage, creativity, and compassion it takes to be your best possible leader.