doug smith training

It seemed like such a good idea. It was pushed thru with enthusiasm. But it didn't work. Not then. And, not now. Have you ever had an idea like that? It felt so good you practically fell in love with it. The only trouble is, it didn't produce what you expected. The sooner we let go of a bad idea the faster it can stop poisoning. Let go of that bad idea.  -- doug smith  

Which would you prefer -- a leader who knows how to do your job and could do it if you weren't there, or a leader who has never done what you do and couldn't do it if the business depended on it? As a leader, you could find yourself in either circumstance. In fact, the higher you go in an organization the more likely you are to be in charge of people who do things that you do not know how to do. You don't need to know how to do what your direct reports do, but if you do, that does add a layer of respect. But sooner or later, the respect will need to come from your skills a s leader. -- doug smith

Every conflict contains its own kernel of peace. It is not easy to find. Maybe it is too obvious. Your opposition may have figured it out and is holding out for an advantage. Or, maybe that's YOU. We get attached to our conflicts. They wrap around us, they addict us in the adrenaline rush of survival. We cover over solutions just to keep the conflict flames flying. But, it's a choice. Find that kernel of peace. Work it. Share it. Solve it. -- doug smith

It is natural to make mistakes when we find ourselves in conflict. It feels uncomfortable. We want to return to normal. We just want the conflict to stop. But, wait...before you stop that conflict too soon by giving in, please keep this in mind: In a conflict you aren't doing anyone else a favor by letting the other side win. If you lost then it's not over. You'll be back, somehow, someday, someway to try to even the score. And, if you aren't back, the conflict will linger in your memory as a smudge on what might have been. The hard part is finding a mutually beneficial resolution to the conflict. Short of that, just remember that it's not yet over. -- doug smith  

It's not your first choice, is it? That feeling of anxiety. That moment when turning away seems easier than facing a problem head-on. Fear stinks. What if we don't turn away? What if we use that moment of fear to mobilize, to actualize, to realize our potential? Fear is fuel. Use what you are afraid of to get what you want. -- doug smith

The art of leadership is getting things done without hurting anyone. -- doug smith  

Are you gifted with sarcasm? Many people are. What's the harm, right? A little jokey joke here and there, just kidding, no big deal... What if it is a big deal? What if people misinterpret your jokey joke as a raging insult. Do you think it's possible that within every sarcastic comment there is a kernel of truth? That kernel of truth, once exposed, could lead to a productive and deep discussion of major issues -- or it could lead to the deterioration of a relationship. I leave it to you to decide which you think is more likely. Whenever possible (and...I think that is always...) I like to embrace humor while eschewing sarcasm. Why be bitter or biting when there are so many other ways to laugh? Kindness costs nothing while sarcasm leaves scars. Let's stay kind. -- doug smith

Every time someone new joins your team, the whole team changes. Dynamics shift. Relationships move. Routines get modified and values get passed on or passed over.  Even if you've delegated the task of welcoming and orienting new team members (by the way, congratulations on delegating!) as the team leader you still have the profound responsibility of helping that new team member succeed in the service of the team and in the development of their individual goals. Ignore that responsibility, and everything slips. Focus on the value of each and every team member, and everything strengthens. Remember that a new hire is just learning what it takes to prosper in your team. Why not make certain that they learn successfully? -- doug smith  

We live in wild, wide-open times. People feel confident and entitled to say whatever they want, whenever they want, about whoever they want. Freedom of speech is wonderful, isn't it? Don't we value candor and honesty? Of course. And, we also value respect, decency, dignity, and truthfulness. When as leaders we are insulted should it be cause for alarm? We don't need to take insults personally, but we do need to take them seriously.  How we respond will set the tone. The ways that we react will set an example for everyone on our team (and many people off of our team) for leadership behavior. Can we remain professional, respectful, truthful? Can we manage our emotions? If the insult is true, that is valuable feedback. If the insult is false, there's no reason to get upset. High performance leaders remain leaders even when that leadership is disparaged.  -- doug smith  

Do you ever let your power go to your head?  Here's a sure sign that the answer is yes: if under pressure you invoke your job title. "Well, I'm the boss and here's what you need to do." Yes, it is sometimes necessary to invoke authority, but it always comes with side-effects. One of those side-effects is the habit of relying on that authority. It's fast, but builds shallow relationships. It's expedient, but what about those times that you are wrong? It's faster to force your views and authority on someone but sure to create resistance. What is better? It's better to pause, talk it through, find the mutually shared value, and focus on collaboration, rather than agitation. You'll enjoy the good results much, much longer. -- doug smith

Think for a moment about a time when you did your best work. Think about a time when you found a flow, when time did not matter, when things seemed in harmony and when you did your best work. Wasn't that great?  You are not done. You are just getting started. Your best work is still ahead of you. You might need to get some bad work out of the way first, but hang in there. Seriously. Your best work is still ahead of you. -- doug smith  

Sometimes I talk too much. Have you ever said anything that you regret? If you're telling the truth, I'm going to guess "yes." Leaders do that sometimes. And, while we owe it to our teams to speak up and express ourselves clearly, there are times when silence is better. Silence is better when the words you are about to speak are better spoken by someone else. Silence is better when the opportunity is for the team to learn from their own words and actions. Silence is better when the words we are about to say are in anger. How can we know the difference? When do we need to speak up and when do we need to shut up? Try this: pause for three seconds and at least one deep breath (more if you can.) Your answer may appear in that silence. -- doug smith

There is a lot about the past that should make us uncomfortable. As long as people have been around we have found ways to cause problems and land in conflict. As leaders, it is our job to navigate our teams and organizations to better places. We desire and deserve better expectations and superior results. In the process we must do what we can to fix the errors of the past. That does not mean we must burn it to the ground. That does not mean that we must disrespect all that came before. It is possible to honor the parts of the past we grew from, while growing in ways that make the present and the future much better. Honor the past. And, then move ahead. -- doug smith  

How often do you set goals? While goals do come in all sizes, from task level to life-changing, I set a few goals each day. Honestly, most ARE task level: "follow-up with Kellie..." "Send syllabus to Holly..." "Invoice client XYZ by 3:30..."  but they are still goals. Finding the right number (fifty is too many!) and prioritizing the order is and essential part of planning and it all starts with setting goals. Write it all down, and defer what does not matter. Focus on what you care about now. Setting goals for each day keeps your days productive. Even if (especially if!) one of those goals is "take a walk and rest..." -- doug smith

What if I had said "hierarchy" instead of "organization?" Would you have a different reaction. Like many people, I have spent considerable time fighting hierarchy. It is often necessary to do away with the old because it just doesn't work anymore. It always feels like the structure is there to slow you down, to prevent you from acting as fast as it feels you need to act. Is that always true?  Although we rebel against hierarchy, without clear and structured organization we fall apart, bit by bit. Chaos doesn't need a catalyst to cause catastrophic results.  It may (often!) be better to pause. Breathe. Ponder. Test. Ask. While many a manager has stood in my way during ambitious projects -- guess what? The times that they were right to slow the project down in order to "get it right" and in order to weigh all of the side-effects made profound differences in the effort.  Move quickly, yes, but not so quickly that you break what you'd considered un

When do you have to get off of the sidelines and take charge? When there is an urgent problem, and no one is willing to step up? When you care about the outcome, and the outlook is grim? When your instincts tell you to move forward? Yes, yes, and yes. Sometimes we have to lead because no one else will. -- doug smith

How important is trust in a team? When I ask leaders this question the usual answer is "It's everything. Without trust the team falls apart." I'd agree. Your team members must trust you as the leader to act with their interests in mind as well as the interests of the organization and of your customers. And you as the leader must be able to trust team members to perform in ways that serve the mission, help your customers, and help each other. I'd also add that trust starts with respect. Where does respect start? This is not a chicken-or-egg question. The answer is clear: respect starts with the leader. When you respect your team members, they witness how important that is, how useful it feels, and how necessary it remains. Show respect, receive respect -- in that order. It does not work in reverse. -- doug smith

Have you ever sat thru a meeting or event and wondered, "Who's in charge of this mess?" Do you encounter broken processes that get in the way of success and that interfere with customer or team member happiness? This can be a challenge, but it is also a choice:  If you look around and wonder "who is in charge of fixing this mess?" it could be you. It probably is you.  -- doug smith  

It's that simple: yes, or no. I've heard many leaders bemoan the trouble it takes to get a lazy worker to work. If that's really the problem, the possibilities but be fewer (and more immediate) than you think. A poor performer can be redirected, re-skilled, and learn to improve. Some of the best performers on teams that I have worked with struggled at times, but turned it around because they applied themselves to the mission, to the vision, and to their goals. Heck, I've struggle as well and in some cases without the valuable feedback and coaching that was provided I probably would have crashed and burned. But someone who simply refuses to perform thru laziness simply must go. Yes, or no -- are they willing to work, or no? As someone in one of my workshops once said, "sometimes you have to help them prosper -- some place else." -- doug smith  

How long does it take you to recognize when you've made a mistake? It varies. That time as a child when I put my little hand on a hot stove, I knew immediately that was a mistake. But that time that I lost weeks of work and sleep over a broken relationship, that took awhile to figure out. It's even possible to rationalize a mistake.  It's as if a thief says "I deserve this because I've had a hard life" or a counselor says to themselves "of course it's fine for me to love that client in that possibly inappropriate way because they do love me don't they?" That's dangerous territory for a leader. We might even need other people to let us know when we get close to the margins so we can pull back to safety. We might need hedges around our walls around our moats to keep us safe. And unless we recognize a mistake, we won't learn from it.  It's hard to correct mistakes, and harder still if we keep defending them. -- doug smith