doug smith training

  It's easy to tear down the past and wreck the present. It does not take much thought to condemn what seems to be ill-suited for our present needs. We might even take glee in crushing part of our past. But before we do, we should ask a question or two. What if we improved our traditions instead of destroying them? What if that's a better solution? -- doug smith

Falling behind might not mean catching up. It could also reveal change and opportunity. Would you rather chase, or lead? Has one moment or movement gone leaving room for something new? Don't let a treadmill turn into a dread mill.  Haul that rock up the hill if it is part of your future, not just because it was part of your past. -- doug smith  

Leadership is needed even when it's not requested. Especially when it's not requested. If you look around and wonder who is in charge because something is falling apart -- maybe you're the one to lead. -- doug smith  

I've said it often and it is still true: there are no perfect people, there are no perfect processes, and there are no perfect products. Nothing in this life is perfect. In a way, isn't that perfect? It means that it is completely up to us to make things better. It is within our need to improve processes, to develop people, to create new products. If we don't do it, who will? That means we might need to overcome our ego's need to feel perfect by examining exactly where we stand. How are we doing? What does the feedback say? Where are we on this road of improvement? Critical thinking requires some self-evaluation. Not to hurt our feelings, but to develop our capacity. Are we perfect yet? Of course not, but it's ever so much fun to be on the road headed in that direction. -- doug smith  

The best leaders solve more problems than they cause. That may be more obvious than common. I've kept a journal for most of my life. In that series of journals are accounts of decisions made by leaders often without consulting the constituents they involve, usually with a sense of urgency that distorts all common sense. Lives disrupted, business interrupted, customers stranded -- all in the name of profit and expediency. Of course profit is necessary. Naturally, we share a sense of urgency to get things done before everything changes. But it is ever so easy to cause more problems than we solve if we don't stop to think them thru. Do the proper analysis. Create mutually beneficial solutions. Engage everyone involved.  I never met a leader who wanted to be remembered as terrible, but I sure have met plenty who are. -- doug smith

Last week I had some fun, with two different classes, in an activity to re-invent games with no losers. The only other condition was that each game also had to be fun. As it turns out, competition is not necessary in order to have fun. The creativity won the day as games developed without any losers. Imagine that. Playing a game without disappointment. Playing a game of cooperation, of collaboration, of mutually beneficial outcomes. It's possible. It's fun. And, there are no side-effects. The games we play form us in ways we may not expect. If we can invent more games, more situations, more relationships where everybody wins imagine what a world that would be. -- doug smith

Positive thinking might not fix everything that's wrong with the world but it will re-direct bundles of misdirection. How we look at people affects how we see them, which effects how they see us. Why not manage that better? Of course! Trying to mend a broken relationship? Appeal to their better self. Hoping to influence a stranger? Appeal to their better self. Building a better team for better performance? Appeal to each team member's better self. Appeal to someone's better self by first knowing that it is possible. Their better self is there even if you haven't seen it yet -- even if no one's ever seen it yet. What if you could be the person who sparks the inspiration in someone to grow better and better still? You can. -- doug smith  

It's so tempting to get louder when your words aren't delivering the results that you want. I've done it. Raising the volume feels like action, it's more of a reaction. Emotions are so powerful that they can make us forget what we're thinking. Emotions are also contagious, and that extra volume invites a loud response.  If you've ever been in an argument where you're shouting at each other, you know how ineffective that is. Saying something louder does not make it more true. Winning leaders manage their emotions. They check their thinking to see if it aligns with their goals. It could be easier to meet someone halfway than to pull them all the way to your way of thinking. That doesn't mean we need to compromise every time -- but we do need to show that we're willing to consider someone else's point of view. And then, that we do understand that point of view. Louder is seldom better. (Unless you're playing guitar, then loud could be good...) -...

Leadership carries many responsibilities. One of them is the responsibility to improve things. People, products, processes -- none of these are perfect. As leaders, we can help them get better or we can keep them right where they are. Given a choice why not allow things to get better? -- doug smith  

  Focused leaders have zero time for inauthentic messages. They tell the truth unconditionally and insist on the truth consistently. Be a leader who can handle the truth. Be a leader who tells the truth. -- doug smith 

It's easy to lose patience. We expect everything right away, perfect, and hassle free. When was the last time that you grew impatient because someone or something was not matching your expectations? If you're at all like me, that was probably not long ago. What if we took a pause. What if we let a moment form before judging it? Those critical thoughts might not need to be said. That aggressive body language might be unnecessary.   Patience prevents endless misunderstandings. I'm working on developing more patience. How about you? --  doug smith

Do your team members love their jobs? Do you? There is nothing quite like loving a job you're doing. Focused, alive, attentive, building something important, serving people gladly...what could be better?  We all need to work, why not love the work we do? As a leader, you are the main reason (yes I said the MAIN reason) your team members either love their jobs or they don't. It's all in the climate you create, the environment of both support and challenge balanced with precision and love.  A leader who helps someone love their job is giving the world a wonderful treasure. What can you do today to show your team members the potential to make this the best team ever, with the best jobs ever? Here's one idea: appreciate. Thank someone, recognize some, share with someone how you value what they do and who they are. They'll like that, you'll like that...everybody wins. -- doug smith  

Now is one of those words that means different things to different people. It implies a sense of urgency. Immediacy.  And, it can mean so much more. When I say "now!" I mean it will not be perfect but it will be DONE. When I say "now!" I mean seriously, attentively, and instantly. When I say "now!" I mean "now for me" without expecting anyone else to follow automatically. If it's not urgent for you, even if it is for me, just let me know. What do you mean when you say now? -- doug smith  

Create the kind of team that everyone always wanted be a part of. -- doug smith  

This is probably get some disagreement. We've come to rely so much on one particular trait of business, probably even more than price. Convenience. We make so many decisions based on how EASY a transaction is. It's so much EASIER than ever before and we've all been spoiled by click-and-ship that anything with any friction whatsoever gets passed over. That's an understandable decision, but not always the best one. Convenience is great, but no substitute for quality. Hamburgers are convenient but wouldn't you rather eat a steak? (please excuse me my vegetarian and vegan friends.) Social media is convenient but how about the depth and richness of a long face to face conversation with a dear friend? I advocate that we consider other measures in our important decisions. Measures other than convenience: Quality Durability Care Beauty Drama What would you add to the list? Convenience is a poor measure of quality.  Let's consider everything else that makes business -- a...

It is scary to watch someone lose their temper. Yelling, screaming, slamming, isn't it all unnecessary? Calm it down. Breathe. Relax. If you burn too hot you burn out fast. - - doug smith

Leaders must serve. We don't all like that. Sometimes, we'd prefer to be served. But, think about it. We serve our customers. We serve our boards. We serve (yes, we do) our team members. We even serve our peers and of course we serve our bosses. That gives us an important choice: we can serve gladly, or we can serve madly. The work is the same; the emotion is different. The difference between serving with resentment and serving with love is the difference between hardship and happiness. Doesn't happiness feel better? -- doug smith  

Facts matter. We should pay attention to data. And, we should remember that data isn't the whole game. Data is a poor indicator of feelings.  Feelings matter. People will believe that they matter when leaders show them that their feelings matter. That's not always easy and it can even be counter-intuitive if you're an analytical sort like me, but it is necessary. Facts matter. Feelings matter. And, more often than we might care to admit, people decide based on how they feel. How do you feel about that? -- doug smith 

It's one thing if a team member is unable to do something due to lack of knowledge or skill or resources. It's completely different when they ARE able but are unwilling.  Especially if the only thing standing in someone's way is their laziness. It's too much work for them. They don't see the payoff. But, for the rest of the team the payoff is both obvious and necessary. It may take a little work on the part of leadership to move that laziness aside. It could take patience. Persistence. Pressing on. Why not press on by showing that you are NOT too lazy to encourage effort? Why not demonstrate the value -- and the joy -- in the work? Overcoming laziness is work well worth the effort.  -- doug smith

Avoiding a conflict does not make you neutral. It may be healthy at times to avoid conflict, but if your team or someone you love is suffering because of that conflict, you've got responsibilities. What do you do when conflict is necessary? High performance leaders have a plan because they've practiced sensible strategies over and over again. Maybe consider that aching conflict another practice opportunity. -- doug smith