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

When a team member leaves your team, whatever the circumstances, do they ever return? Does your team have the ability to learn from the past and rebuild trust in someone who once found it necessary to go somewhere else? Or, do you hold the line on absolutely no returning? It can be awkward to try to return, only to be rebuffed. Things have changed, dynamics have shifted, goals have been revised, maybe even the missed has pivoted. Wherever things are, they are not where you left them. If there is a case for welcoming former team members back, it includes factors like this: Much of the necessary training is already done You have familiarity that helps re-establish trust Once considered valuable enough to be part of the team, maybe that value is still there and could have even grown Reconnecting feels good But it's worth considering the risks as well: Once people leave, you know they might leave again The new status levels have likely lowered any possible social capital the former tea...

The most powerful team building tool is talk. Talk with each team member and talk together as a team. Communication is the most powerful skill to practice.  -- doug smith

  Listen to your team and count how many times they say "we" compared to "me". Develop and promote those who say "we" and coach those who get stuck on "me" to focus more on "we". -- doug smith

Thriving leaders thrive as their teams thrive. It's a partnership. It's a deal. It takes constant support and service to sustain a high performance team. Thriving leaders recruit with the enthusiasm they show for their team. People can tell when your team is cohesive, cooperative, and collaborative and people crave that for themselves. Create and support a team that supports each other and others will rally to the cause. You have no weak links. You have no poor performers. You have no superstars. You do have team members who need your guidance and support. That's the role of a leader. -- doug smith  

  As we adjust to the changing roles and responsibilities of leadership, it's worth considering the importance of our teams. Leaders get things done thru their teams. Often that means learning FROM our team members even as we facilitate their own learning. Instead of dictating, new leaders collaborate. Team success is a shared goal. The strength of a leader comes from the strength of the team. Not the other way around. If that feels new, it is.  -- doug smith

  How noisy is it for your team?  When we ask our teams to deal with extraneous details -- too much noise -- they lose track of the purpose of the team. I've lost patience over the years with administrative details that add zero value to the customer proposition. If it doesn't help you serve, help it out the door. Too much noise makes the head lose focus Learning to focus is learning to breathe. Breathing is, of course, the way of life. -- doug smith

If you or your team, or anyone on your team has a secret agenda, how is that working for you? In team building, establishing trust is a long effort and easily broken. People are watching you, and others on the team, every step of the way. When we keep secret agendas and try to manipulate people into helping us fulfill those agendas, that trust cracks open. Who is that secret agenda hurting the most?  Some random team member? Some soft-spoken customer? A vendor who is struggling to make their own budget? A regulator? That secret agenda is hurting your team. High performance, centered leaders tell the truth. They set goals that are easy to understand. They honestly detail the vision, mission, and agenda of the team. Lacking that, the team is lacking. -- doug smith

Are you helping your team grow? Not in size, although that can be useful. Growth in terms of ability, skill, motivation, traction, change, endurance, happiness...are you building those components in your team? If you are the right leader for your team you'll help them grow.  Otherwise, they'll find someone who does. -- doug smith  

  Teams are tricky. Just when you think you've got your team figured out, configured properly, fully set and ready to go, it changes on you.  Every time someone enters or leaves your team, you've got a different team. That's what makes recruiting, hiring, orienting, training, and development so important. If you don't develop your team the way you'd like them to develop, they'll change in ways that you might not care for. Team dynamics require us to build a team as a group, and also as a one-team-member-at-a-time proposition.  It's a project just juggling all of the pieces. It's a big responsibility and as a team leader there is no ducking that responsibility. I've tried -- you can't do it. Teams need their team leader's attention every single day. One on one conversations. Highly productive meetings. Occasional fun (and frequent sense of humor). Coaching to motivate when someone gets stuck. Prodding to get productive when someone gets lazy. ...

We try to make it more complicated than it is. We offer lots of fancy interventions. It's not that all of those efforts don't work -- I'm sure they make a positive difference. Still, it's worth considering: Engaging your team is easy - just give them something meaningful to work on. -- doug smith  

How often do you talk with your team members, one-on-one? Not counting the group meetings, are you scheduling and keeping regular conversations with each and every team member? They need that level of attention. They require that level of attention. They have a much better chance of meeting your expectations when you give them that level of attention. It's an effort. It takes discipline. But, what could be more important than clear and regular communication with your team members? I would say, just about nothing would be more important. High performance leaders talk with each team member about what comes next. High performance leaders talk with each team member about performance. High performance leaders talk with each team member regularly, openly, honestly, and deeply. It's your best leadership tool. Talk with your team members. -- doug smith

Does your team know that you care?  How? If you have told them today (and I do mean TODAY) then good -- that's a great start. What if you showed them as well?  How to show your team that you care: support learning provide training conduct one-on-one conversations with each team member every week smile! recognize good performance correct poor performance keep your promises What ways can you think of to show your team that you care? Your team won't know that you care unless you show them. Now is a good time to start! -- doug smith

How much time do you spend motivating your team? Trick question? How about this for a bold answer: all the time. Every moment that you spend with your team is an opportunity to motivate.  When you inspire your team their performance elevates. But, where to begin? How do you get that fully energized, totally motivated team? The first step to motivating others is wanting them to be happy. Wanting them to be happy enough that you ask. Wanting them to be happy enough that you collaborate on creating an environment where their happiness can flower and grow. No problem, right? Try this: ask them what motivates them. What energizes them? What gets them excited? And then?  Listen. -- doug smith Call to Action: Stay curious about what makes your team members happy. Ask!

When in doubt about what to talk about with your team, talk about goals. -- doug smith

Teams need constant attention. You get them where you want them and then they change. Just like relationships. The dynamic is always moving. High performance leaders move with the team, gently directing and redirecting and communicating as much certainty as you have available. Your team might need to grow before it knows it. Your team might need to slow down and focus. When we can put our coaching hat on and guide the ingredients we need become more clear. One-on-one conversations, powerful meetings, meaningful goals, clear roles...the list is remarkably stable even though the players are not. You can build a team or tear it down. It's your choice. -- doug smith

How well does your team know each other? Whether they work side by side, or across the globe from each other, the better your team members know each other's strengths and weaknesses, the better they understand how each communicates and what their interaction style means to them, the better they are likely to perform. We spend so much time sorting out intentions. Speed that process up by helping your team members get to know each other. Facilitate deeper conversations. Lead powerful meetings where things get done. Teach each other how an action usually uncovers a need. Work better together because you care about each other. That's not instantaneous. There's no easy exercise. It takes time and presence to build rapport, and it takes rapport to build relationships. Build your team by helping them get to know each other better. You'll like the results. -- doug smith

What if everyone you hired had to complete a boot camp just to prepare them for the high level performance of your team? What if you had the kind of team that people longed to work for, that dreamed of working for, that worked their tails off just to get a chance to work for? Imagine the goals that team would accomplish? You could have that team. You just need a plan, the discipline, and the fortitude. What's your plan? -- doug smith

How far can your team go? How much work can your team do? How successful can your team become? I have two answers to all of those questions. The first answer is "amazingly so." The second answer is harder, "only as far as you allow." Your team's biggest limiting factor is you. That's hard to hear, perhaps, but also liberating. Grow yourself and you will grow your team. Limit yourself and...well, you get the idea. In order to build your team you might also need to build yourself. Build your ability to listen. Build your ability to take charge. Build your ability to solve problems. Build your ability to lead. Build yourself. Your team will follow. -- doug smith

Do you love your team? I've been so blessed and lucky in my life to have been part of some truly outstanding teams filled with people who challenged me, supported me, and made my life (and work) better. I have loved the people on those teams and many years after working with the people on those teams I still think of them fondly almost every day. The team pictured here was one of my early teams at the Ryan Insurance Group. The talent on that team, and on other teams, astounded me every day. We had our struggles, but they were hard working, brilliant people and I miss every one of them. There have been other great teams of course. Today I think about this group and what it grew into as we expanded, improved, and grew as people and as a business. I was not a perfect boss, and I'm sure I sparked more than a little frustration now and then, but they patiently dedicated themselves to achieving the goals of the team. I'm proud of that team. I invite you today to reflec...