doug smith training

The art of leadership is communicating with the right amount of urgency exactly what people need to do next. They may know already and tell you what needs to be done. They have no idea and need clear directions. They may be filled with clues or utterly clueless. The science of leadership becomes the art of leadership the moment you start to communicate. How are you with the art of leadership? -- doug smith

Here's a challenge for you. I'm not concerned about a wrong answer or a right answer. I'm curious about your answer. Here goes: To argue is to lose your audience. What do you think? We've all done this at one time or another, been so certain that our position is right that not only is the other person's position wrong, but THEY'RE wrong, too. Oh, so wrong. That turns a position into an opinion and into an emotion.  What do you think? If we enter emotional ground, does our think fog beyond reason? To argue is to lose your audience. Or is it? -- doug smith  

It's not easy for me to admit when I'm wrong. It's even harder if I don't see that I am, yet somehow...later on, my perspective shifts and I see what the other person must have been seeing differently. That's one reason I've learned to pause before defending a message. I'm still working on it. We usually do have a moment to pause and think thru our response. What if you are wrong?  When we are wrong and we admit it, we can usually recover the damage that might have been done. We can, with dignity and respect, restore the relationship to what it was before we said what was wrong. It's a big if, it's a might if, and it's an if worth considering. It hurts to admit you're wrong, yet when you're wrong it hurts more NOT to. -- 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