doug smith training

  Most leaders can think of team members they'd love to have on their team, but don't. New skill sets, balanced personalities, brilliant innovations...anything more than what we have to begin with. But, what we have to begin with is where we need to begin. A team is build from the pieces you have to start with, not the pieces you wish you had. That's good news because: now you are ready to go. -- doug smith

The art of leadership is keeping the ego out of the play. It's not about you. It's never about you. As a leader, it's about the cause. -- doug smith  

If you've ever had a boss who treated you like you should be perfect, you know how uncomfortable and how unachievable that expectation is. As leaders, we need not ever expect perfection. What we are reasonable in expecting is constant improvement.  Even with constant improvement as an expectation, we should also realize that it is natural for people to plateau, for that level up to level off. It's like breathing. We can only inhale so much without exhaling. Expecting perfection guarantees disappointment. Expecting non-stop improvement invites burn-out. Let's be reasonably demanding leaders with the accent on reasonable. I'll try. How about you? -- doug smith  

How important is your job? How important is the work that you do? We can let our value be assessed by someone outside of us, like a boss or executive, and the problem with that is they likely do not value you or your work as much as you'd like them to. We can also under-value our own work by thinking that it's routine or mundane or simply not important. Also, not a great choice. The value of the work comes from the value of the worker. Your work is as important as you make it. If you choose not to make it important, you also have the choice of what to do about that.  Your work matters. You matter. There's a lot of work to be done, and it all needs our best work. What do you think? -- doug smith  

The problem with trying to control someone is the inevitable rebellion that it sparks. Go for influence, not control. -- doug smith 

How do you feel about what change does to the past?  Or, not even the past, how about the present? So often it feels like we trash what is in favor of what could be. While change IS inevitable and necessary, it is NOT necessary to create bitterness and resentment in the process. What was got us to where we are and now that it's time to move on (because it is ALWAYS time to move on) we can take what was wonderful and leave the rest. We can honor the past without living there.  Renewal does not need to mean rejection. Go for the new, yes -- while remaining grateful for whatever got us where we are. We've done much recently to destroy tradition. Maybe we could explore what makes some of that tradition worth holding onto. What do you think? -- doug smith  

It's tempting. It's right in front of you as a leader. Someone violates your trust, or misses a goal, or fails to respond to the promise of a reward, and the logical action seems to be to punish them in some way. Take away a perk. Deny a personal day off. Refuse a good assignment. Be careful. Every punishment brings about unexpected payback. Maybe it's immediate or maybe it comes months (even years!) down the road -- but payback is coming. It could be assertive, even aggressive -- or it could be so passive aggressive that you fail to see it coming. Oh, but it's coming. You may not like that payback. You may want to consider another path. What do you think? -- doug smith 

Leaders need courage. They also need compassion. We can use our compassion to balance our courage, and use our courage to increase our compassion. Compassion is so vital we must never give up on it. No matter how angry we are, no matter how disappointed we feel, no matter how high the stakes -- stay with compassion. If it cannot be done with compassion, it should not be done. -- doug smith 

How much coaching do you do? Coaching others comes with many benefits, including one that is easily forgotten and yet oh so helpful. Do you know what that is? In addition to helping someone improve their performance, building a better relationship with them, and gaining more understanding of that person, here's another spectacular benefit from coaching: The more you coach others the ore you learn about yourself. You might not LIKE everything that you learn about yourself (in fact, if you DO I'd say you might not be paying attention!) but you will continue to learn.  Open up the possibilities, for others AND for yourself. Coach. -- doug smith

Conflict is not always bad. Sometimes it is necessary. We do get to choose how we approach it. Do we treat the opposition respectfully? Do we include dignity and opportunity as we negotiate? Even when we are uncomfortable with conflict (which is most of the time for many of us) it is only thru conflict that we can resolve issues of inequity. Peace is an excellent first choice, but not always available. Completely avoiding conflict could lead to complete surrender. Don't surrender. Negotiate. -- doug smith 

Have you ever known anyone who seems to need rescuing over and over? One crisis after another, one stumble repeatedly, and no means of pulling themselves together? It is so tempting to always play the role of hero for those who have the ability to rescue. Given the right circumstances it makes total sense: why would you allow someone to suffer if you can help? But, isn't it also a balance? Aren't there times when you have to let someone feel the consequences of their own actions or neglect in order for them to learn a better way? Not to make them suffer, but to make them pay attention. Sometimes the best help is no help at all. Not always. Sometimes. -- doug smith  

We all know the temptation to cut corners, skirt rules, and dance along the line of cheating. But, whatever it takes, however hard it is, it is best to play fair.  When the truth discovers you, let it be a truth worth sharing. Play fair. It does take extra work. It's easy to find people who do not play fair and who seem to be getting ahead. That's not for you. It's much better to feel the complete satisfaction of leading with integrity. If you game the system you ultimately game yourself. Play fair. -- doug smith  

  "It's so hard to find anyone who wants to work these days..." "I know what you mean, they just want to stand around and read their phones." "If you can find them at all..." Is that how it has to be? Is that how it feels? Everyone in awhile even a high performance leader needs a reality check. Maybe you agree, and maybe you don't, but here's a free reality offering for you: People don't want to work for you -- they want to work for fun and profit. Lead them TO that and they'll follow. We could make it more complicated, but it's not. What do you think? -- doug smith

  I do not like to make assumptions. But, sometimes I do. I'll assume someone has bad intentions, when maybe they just have bad manners. I'll assume someone's goal is in conflict with mine, when it's really just a different path to the same destination. Misunderstanding someone else's goal can lead to unnecessary conflict. Clarify, clarify, clarify. Ask questions. Listen. Reach mutual understanding, even if agreement does not seem remotely possible. Understanding might get you half way there... -- doug smith

  Have you ever acted quickly in an urgent situation, because it was urgent, only to later discover there was a better choice? High performance leaders do need a sense of urgency. They also need a clear view and careful analysis before acting recklessly. Time provides perspective that urgency can not. Take a breath. Take some time. Make your best call. -- doug smith

The goal is not the point. The goal is the way TO the point. High performance leaders keep their focus on the mission and then work on goals that support that mission. Anything else is piece work. -- doug smith  

  You could spend a lifetime studying leadership and what leaders do. You'll likely spend your lifetime doing that whether or not you planned on it because when it comes to leadership there is always something more to learn. Most of what high performance leaders do is solve problems and achieve goals.  Much goes into that. Projects come and go. People help (or don't) and they also come and go. To move forward, to implement plans, to make the world a better place, leaders need to solve problems and achieve their goals. What do you think?

"I don't like change..." "What is it about change that you don't like?" "All the disruption! All the chaos! I just get used to something and someone changes it." "What's your plan?" "Excuser me?" "What do you plan to do about it? "What CAN I do about it? Change just keeps coming at us relentlessly. I hate it!" "What if things are actually getting better?" "Impossible!" "Think about it. What if you could have frozen time fifty years ago? Would you really rather work in a coal mine? Would you really rather deal with unchecked disease and infection? Sure, things are challenging now, but if you go back into any period of time in recorded history, things were much worse." "So what should I do about that?" "Maybe stop complaining. Maybe stay positive. Maybe, as as responsible high performance leader work to create positive change." "Hmmm." What do you think...

It's fine to feel proud about hard work that is well done, about accomplishments, about achieving your goals. When you've worked hard, you do deserve to be proud. I've learned to be careful about how much of that pride influences me. Too much, and pride creates blind spots covering up the areas in need of improvement. Too much pride and arrogance toward others, or toward disciplined good habits, can sneak in. Pride delays improvement.  Feel the pride when you've earned it, and then get back to work with the full sense that none of us are perfect yet -- and never will be -- and yet we can constantly improve. -- doug smith  

It's a question that is asked constantly  -- How can I motivate my team? So many ways. I can certainly provide training that will help you do a better job of motivating your team. Here's a shortcut (you should explore other ways of course, but maybe start with this...) Two key points: If your employees feel like they need to unionize to get what they want and need, you're failing as a leader. Fix that. And, When all of the rewards go to the top, the team stops caring. Fix that, too. Absolutely get to know your team members. Provide opportunities for growth. Demonstrate some emotional intelligence around them. Communicate clearly and often. Find the clarity you need to maintain your direction. Demonstrate compassion with those who need it. Think and act creatively in all that you do. And ponder those two points above.  -- doug smith