doug smith training

Problems come in many forms. How we look at them matters. Some problems are poorly framed expectations. Whatever we'd been expecting was inaccurate and maybe even unreasonable. That we didn't get what we expected was not because of a problem, but because of what we expected that never had a chance. If a problem seems unsolvable it is worth at least asking: was my expectation off on this? Is it really a problem at all? -- doug smith

Have you peaked yet? Truthfully, you've likely peaked many times. Reaching the peak need not be the end, but rather the start of even better performance. When I first set a goal to walk 10,000 steps a day it seems hard. That's a lot of walking. How would I ever get anything done? And for a while I hovered between 6,000 and 8,000 steps. Better, but not my goal. Then, I started (with lots of effort) reaching 10,000 steps on a daily basis. It got to be routine. I figured out how to keep moving enough to achieve my goal. And you do know what you've earned once you've achieved a goal, right? A bigger goal! I've leveled up my goal to 12,000 steps a day, and on most days I do get it. I'm still humble about it though, because some people have told me how they routinely exceed 20,000 and even 30,000 steps. That's a lot of walking! I raised my expectations, and my goal improved. It may not last forever, but if it lasts long enough to reach excellence in y

Does every single member of your team understand and follow your team standards? Leaders can get lazy about the behaviors they accept and the behaviors they tolerate. It can feel like a hassle to remind team members that they must keep your team norms and meet your expectations. Remind them anyway. It's tough to tighten up loose standards -- do it anyway. Where is your team headed with sloppy, loose, carefree standards about what is acceptable and what is expected? Down. That's not for you. That's not what you want. Meet your standards. Remind your team how to meet your standards. And keep quality (and morale!) high. It's something that high performance leaders do. -- doug smith

This is a picture of my good friend Tubs. He has a look of anticipation and expectation in his eyes. He wants to be sure that whoever he is communicating with understands those expectations. If his tongue is showing, he expects a treat. If there's a toy in his mouth, he expects to play. And if he walks toward the door, he expects to go out. Life is simple and good when your expectations are clear. As a leader, you probably have some expectations, too. You expect a certain level of performance from each of your team members. You expect a certain professional conduct. You expect respect. Does everyone on your team understand, clearly, your expectations? Not last year's expectations, and maybe even not last month's expectations, but rather your current expectations? And, not only what you expect but to what level of urgency do you expect prompt action? Let them know. Tell them again. They do need to be reminded. There's no room for a mystery here, is there? Co