doug smith training

A lie is a try to buy self-esteem and the price is too high. -- doug smith

A typo can be the difference between distinction and extinction. Quality matters. -- doug smith

Do you know someone who will say anything? Some people have no filters, as one of my friends used to say. No sooner do they think it and then they say it. Sometimes, it doesn't even seem like they gave it much thought. We all have important things to say. As leaders, what we say has direct results on how our teams perform. We can talk with an edge if the relationship is strong enough to support a high level of assertiveness, and we can say nearly anything IF (and it's a BIG if) we include respect and kindness. When we can talk about it with respect and kindness we can talk about anything. Keep the kindness, whatever you say. -- doug smith

From Dr. Marshall Goldsmith, Executive Coach, comes this is a great way to share fast, low risk coaching with a number of people. The three steps are simple and easy: Write down an area you'd like to improve that would have a big impact for you Ask for 2 positive suggestions for the future that would help with that area Repeat getting positive suggestions from others in the group There are two simple roles for the process: No talking about the past No judging or critiquing ideas Here's Dr. Goldsmith describing the process in one of his highly useful videos: I found this article and video from one of my favorite sources of leadership advice, GetLighthouse.com, here .

Would you like another super power? There's a skill that, once you start using effectively, begins to feel like a superpower. You never have to settle for a poor answer again. I learned this from my mentor Andrew Oxley, who taught me "if you don't like the answer to a question, ask a better question." Try it. It takes practice. At first you might run out of questions. But, if you stick with it and work at it you can always, always, always come up with better questions. And if you get stuck, silence can even be your better question. Just don't give in. Just don't give up. Ask better questions. Remember what Andrew Oxley said: If you don't like the answer to a question, ask a better question.  -- doug smith

Assumptions are short cuts. Assumptions are lazy paths to uncertain places. Assumptions get us lost more often than they get us found. You know about assumptions: don't make them. Like many simple concepts, that's easier said than done and yet completely necessary. I'm so good at making assumptions and making things up that I have to constantly remind myself not to do it. The best habit to prevent assumptions is to ask questions. Clarify, clarify, clarify. Get the real facts. Discover the honest feelings. Clarify, confirm, test those assumptions! Assuming you know means that you don't. Communicate better by asking. -- doug smith

In this brief video, Tom Peters explains two key ideas: 18 seconds (the average time before a doctor interrupts a patient) and four words (a powerful way to keep you listening.)

I do recommend reading the book. It will help you handle conversations that feel like confrontations and to do it in ways that honor everyone in the conversation. In the meantime, watching this quick summary video from The Productivity Game will give you immediately useful tips on navigating those crucial conversations.

Do you avoid tough conversations? If we know that we need to talk something over, but avoid it because it makes us uneasy, the difficulty remains unresolved. If we avoid talking with someone because THEY are difficult to talk with (maybe they sulk, or yell, or roll their eyes...) the problem remains stuck AND it remains ours. That's not what leaders want. Taking the time to learn how to better communicate in those tough situations helps leaders to reach their team members, assert their needs with their bosses, and collaborate more successfully with their peers. It's a win for everyone when communication prospers with clarity, courage, creativity, and compassion. It's not easy. That's what differentiates high performance leaders. High performance leaders initiate the tough conversations that others avoid . It gets easier with training and practice, just like any other skill. And while tough conversations may never feel like a breeze, they are often the path to

If something is bothering you, do you talk about it? For years, I would push down my feelings and keep them all to myself. Do you know what good that got me? No good at all. Unless we talk about our outer AND inner lives, how can we expect anyone to help us, to join us, to feel influenced by us? Withholding communication prevents you from feeling fully and dealing completely. Keeping it all inside keeps the air out. How you breathe in there? Have you ever stopped talking to someone? Some people do it suddenly, ghosting the person they once talked to (maybe even someone they professed great love for) giving them no opportunity to understand what's going on. And some have more dignity than that - they TELL you that they won't be talking with you anymore -- and then they follow thru -- by not talking to you anymore. A person I once thought was the love of my life didn't just break up with me -- she cut off all communication. Maybe you've done some degree of thi

Leaders, of any team, have limited vision. We can only see so much. What we see is also filtered thru our own beliefs and perceptions. A healthy self-image may add a positive spin to an otherwise cautious moment. An unhealthy self-image might make an otherwise positive experience incomplete. We need help seeing it all. High performance leaders seek, receive, and utilize feedback. That means asking your team how you are doing. It includes talking (frequently) with your boss about your goals and how you are doing on your plan. Getting opinions from your customers also helps balance out your viewpoint. To truly know what's going on, leaders need to ask. Are you asking? Are you getting the feedback you need from every direction that you need it? Today is a good day to ask someone who works with you, what's working great. And then, ask what you can do better. Because we can always do something better. -- doug smith Leadership Call to Action: Ask someone on your team to

Curiosity is more powerful than rhetoric, dogma, or unquestioned truth. It's in curiosity that we learn. And, it's in learning that we grow. Stay curious. -- doug smith

Fast, affordable leadership training Here are four ways to develop your leadership skills now: Leadership tool box - Click on any of the labels for any entry on this site to find more useful content, much of which will contain suggested actions for developing your skills and leadership calls to action to prompt you.  Teleclass Appointments - You do not need to wait for a teleclass or webinar to be offered to sign up for it. Using our teleclass appointment system you can schedule the teleclass you want, when you want it. Just click here . Supervisors Coaching Calls - Attend our group coaching opportunity for front line leaders to discuss your leadership goals, action plans, insights, and challenges. Designed as a way to extend and apply the learning from previous workshops and teleclasses, but this coaching call is open to anyone who is working on developing leadership skills -- and for a limited time it's free! Register to participate here . Supervising for Success -

What makes it so hard sometimes to tell the truth? Maybe because people will react, and then we have to be ready for that reaction. But if the reaction you want is trust, understanding, and belief, then keep on telling the truth. Before you give your honest answer, make sure it IS your honest answer. Someone might believe you. -- doug smith

Feedback can be hard to take but far worse to ignore. Take the feedback. What you do with it is your business, but take it. Hear it. Stay curious. Move ahead. -- doug smith

When: Tuesday, Oct. 23, 2018 at 12:00 Noon ET $30 / 30 Minutes It's on every list of key leadership skills. It's on the minds of every recruiter, manager, executive, and team member: communication. How to Communicate More Effectively is 30 fast moving minutes for you to explore key levers that will immediately improve your communicate skills. We'll explore and practice five key communication skills that, once practiced, will give you: Deeper conversations More productive meetings More powerful presentations Better relationships Join with me in exploring the CLUES to Success model for developing and sharing more communication effectiveness. You'll get a downloadable learner's guide plus 30 minutes of instantly usable skill building. Preview and download the Learner's Guide here. (This event has already occurred. Please watch for additional available times, or schedule your own teleclass appointment here .)

My goal is to tell the truth. All of the time. That's more difficult than you might expect, given our daily temptations to tell little lies of convenience -- especially when we consider that NOT telling something a truth they are entitled to hear is a kind of lie of omission. No one is perfect, but with a little work and a clear intention, we certainly CAN tell the truth. It's a habit worth developing. Once you get into that habit, of telling the truth all of the time, you may find yourself insisting on hearing only the truth from others. That's even more difficult. Some people lie so much that they don't even realize it. Some people lie so much that they come to believe their own lies. What do you do with that? All we can do is to start by telling the truth. All the truth we know. We may later learn that we didn't even know all of the truth, or that someone else's view of a situation is different from ours (and just as true.) Still, let's start with

How quickly do you make up your mind about whether someone is right or wrong? Is it possible that you sometimes make up your mind too quickly? It happens frequently. That proposes an additional challenge of forcing someone to defend a position before they know for sure that it's THEIR best option. I've done it. You've probably done it, too. I've decided to turn away a sales offer that clearly could have been a benefit to me. Why? I'd made up my mind not to buy. I've also turned away great invitations just because I'd already decided to keep a time free, instead of staying open to new opportunities. The new opportunities MIGHT have been fantastic, but once I stopped listening it became impossible to tell. How about you? The fix to this problem is simple and easy: listen. Before you make up your mind, listen with genuine, sincere curiosity. Maybe you know, and maybe you don't -- listen. It becomes harder to listen when we become convinced that s

Sometimes people get better on their own, and sometimes they do not. High performance leaders don't take the chance that people will get better on their own. The key starts with feedback. When people know exactly what they did, it's possible to do it better the next time. Are your people meeting their metrics? Are they delighting customers? Are they inspiring you? Share your observations. What did you see, hear, smell, feel? What was useful about what happened? How could it be even better. We all benefit from feedback. Successful supervisors make sure it happens. -- doug smith

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