doug smith training

  We lead the way we communicate. It's hard to tell one from the other. The way you communicate defines your style. The way you communicate determines whether people will be influenced by you or if they will resist you. There isn't any separating the development of leadership from improving communication. You need them both. Think of all of your leadership opportunities: conversations, meetings, presentations, rallies, speeches, huddles, feedback, evaluations...all of it centered on how you communicate. If you want to be a great high performance leader, it starts with effective communication. -- doug smith

We are constantly developing leadership -- the work is never done. New challenges, new people, new goals. That includes how we lead and who we develop as current and future leaders. Developing leadership is a constant. What's your plan? -- doug smith 

The art of leadership requires lots of practice. Are you ready? -- doug smith  

  When was the last time that your integrity was tested? As leaders, we are often tempted to cut corners, to shave edges. A little compromise here or there, often in the interest of the bigger mission, seems justified. Who'll notice? What's the harm? Rounding out the numbers on a late night report for example. Or fudging that expense report just a little so that your best performer can get that invoice approved faster. Or, not confronting a clear case of harassment because the harasser is one of your friends. These are just small, inconsequential things, right? Wrong. Ethics may be open to both interpretation and circumstances, but one of our biggest problems these days is that the boundaries have blurred so far as to be indistinguishable. It feels like anything goes. That's no way to lead. That's no way to improve the world. Ethics, and integrity, matter as much as ever.  That means we have to pay attention. We as leaders must be careful, oh so very careful, of any com

Who sets your goals? Yes, there are goals we must achieve because we're in a job and because a boss sets them for us -- but those are just an entry ticket into the big game. The bigger game, the big picture, includes the goals we set for ourselves. Some people will understand that, and some will not. Be careful about letting anyone else judge your goals. They have their purpose, you have yours. Your goals are your business. -- doug smith

What are you learning today? If you want to do more, you must be more. Become more. Keep developing yourself. -- doug smith  

If you had to guess, do you think that you use the word "yes" or the word "no" more often? Why does it matter? Of course we have to say no sometimes. If you chase every goal you won't achieve any of them. But I find myself saying "no" sometimes before I've even given it much thought. It's a default impulse (no!) designed to keep us safe. The problem is, it keeps us isolated, too. It keeps us stuck. Leaders who say yes more than no are easier to follow. Enthusiasm matters. Passion engages. Certainty build confidence. Try this: the next time you're give then choice between yes and no, pause. Silently count to ten. Then, consider, why not? Why not yes? Yes! -- doug smith

Does the way you look at a problem affect the problem? How does your own focus influence what happens in the process of solving a problem? What if we could think of someone who gives us a problem as a new collaborator? -- doug smith

How much time do you spend motivating your team? Trick question? How about this for a bold answer: all the time. Every moment that you spend with your team is an opportunity to motivate.  When you inspire your team their performance elevates. But, where to begin? How do you get that fully energized, totally motivated team? The first step to motivating others is wanting them to be happy. Wanting them to be happy enough that you ask. Wanting them to be happy enough that you collaborate on creating an environment where their happiness can flower and grow. No problem, right? Try this: ask them what motivates them. What energizes them? What gets them excited? And then?  Listen. -- doug smith Call to Action: Stay curious about what makes your team members happy. Ask!

Who, or what do you serve? As a leader, what is your way of helping others? Leaders must first serve. They must first serve to even understand the importance of leadership. They benefit tremendously by serving people, other leaders, and organizations before ever stepping into a leadership role. People who have not learned how to follow have very little chance of successfully leading. The credibility, the resilience, the humility that serving provides build the character needed to lead others in difficult tasks, projects, and movements. Leading is hard, and the muscle comes from following, from serving. Whether it's in the food industry, or emergency services, or education, or law enforcement, or housing, or foster care...there are dozens of ways to learn to serve and then to continue serving. It's what the world needs. It's what people need to develop leadership. A leader who remembers how to serve will lead longer than one who forgets. How, or who, are you serv

Do you have the qualities of a leader? I'm sure you know that leadership is not just a title. Leadership is what we bring to the organizations we lead in order to develop our people and achieve our goals. That's easier said than done and it doesn't necessarily come naturally. When I think about the qualities of a high performance leader I notice similarities with what I would consider to be a high quality, high character person: curious, brilliant, adventurous, determined, attentive, focused, ambitious, strong, kind, worthy, ethical, resilient, spiritual, healthy...the list is long. I've also come to believe that while many qualities are important, there are five that are absolutely essential. You could lead without these qualities, but the job is much harder that way and the outcomes are more volatile. The five qualities I aspire to are: courage, clarity, creativity, compassion, and centeredness. I define centeredness as the skillful use of the other four

Peter Drucker (and others) said that it's the job of a leader to develop more leaders, not followers. High performance leaders surround themselves with people who show initiative, who get things done, who are ready to lead. They develop, sustain, support, and promote leaders without any fear or jealousy. Surrounding yourself with leaders who are growing and creating success will only make you more successful. It's what leaders do. Leaders develop leaders first to sustain long range high performance results. Better results, with their people taking care of themselves and each other. Isn't that what you want? -- doug smith

How far can your team go? How much work can your team do? How successful can your team become? I have two answers to all of those questions. The first answer is "amazingly so." The second answer is harder, "only as far as you allow." Your team's biggest limiting factor is you. That's hard to hear, perhaps, but also liberating. Grow yourself and you will grow your team. Limit yourself and...well, you get the idea. In order to build your team you might also need to build yourself. Build your ability to listen. Build your ability to take charge. Build your ability to solve problems. Build your ability to lead. Build yourself. Your team will follow. -- 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

Things aren't always fair, but you can be. It's your call. It's your decision. The leaders who gain unconditional support start by leading with unconditional fairness. Tough call? Be fair. Difficult decision? Be fair. Doubtful outcomes? Be fair. No one will ever accuse you of being too fair. -- doug smith

Strategy gets you started; discipline keeps you going. That looks like showing up early, staying late, attending to the details, mapping the big picture, and mobilizing team members every day. It means reading material in your field, related to your field, and in other fields where you never know when a bit of inspiration might appear. Your strategy is important. It sends you a detailed message for your plan. But you are more than your plan. You are a high performance leader with goals to achieve. That takes discipline. Strategy gets your started; discipline keeps you going. Keep going. -- doug smith

High performance leaders, creating beneficial change, usually encounter resistance. Change is threatening to the status quo and those people who like things just the way they are will dig in. They will push back. That's one reason why courage is one of your core leadership strengths. Develop more courage, and you will have the strength to stand your ground. Find more courage and you can make the changes you already know are needed but which have someone been stalled. Find that courage. Make that positive change. Let the resistance to change come. Courage is amused by resistance. -- doug smith

Are you an assertive leader?  High performance leaders must be assertive. They need to express their expectations clearly and frequently. They need the courage to stand up to aggressive behavior without getting aggressive themselves. That's where the science of leadership can meet the art of leadership: knowing how much to dial up your assertiveness and knowing how much to keep steady, to keep centered. Holding your ground and holding your own does not mean holding anyone else emotionally hostage. People will disagree. Strangely enough, some people will fail to meet your expectations. We can deal with that without getting started on raging, yelling, or berating. All of those aggressive behaviors produce side effects and none of them are desirable. Instead, breathe. Think things through. Work on the relationship and the results will follow. Focus only on the results and the relationship could unwind. Bullies get paid back when they least expect it. Why not treat people wit

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