doug smith training

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

Does your ego ever get in the way? Leaders do need healthy egos. We must demonstrate belief, confidence, and assurance. All of that requires healthy self-esteem that allows us to stand up to resistance and push thru difficulty. It's possible, though, for that self-esteem to turn into self-aggrandizement if we're not careful. How can we manage our egos? The best way I know is by developing the kinds of strong, open, honest relationships with people that allow others to provide feedback. Have a friend who is willing to tell you when your ego is bloated or your assumptions are presumptuous. Develop the resilience and resolve to realize that, gasp! you are not always right. Especially when we begin operating fast and relentlessly the safety valve of honest people keeps us out of trouble. Also, everyone we deal with has an ego. Our team members, our customers, our bosses. Egos are everywhere and whether they are confident or hesitant we deal with them in the middle of worki

This brief video poses the theory that in order to build an effective team it is important that the people on the team get along. Interpersonal dynamics are important. While this may seem obvious to anyone who has worked with many teams, it is still important. How well do the people on your team get along? What are the interpersonal behaviors that your teams needs and wants? Why not explore that idea at your next team meeting? It's cheaper than a retreat, requires no trust falls or zip lines, and might just be the best thing you do for your team this month. -- doug smith Leadership Call to Action: Gather your team. Plan a substantial portion of your meeting (or maybe nearly all of a meeting) to asking your team members the following questions. Make sure that someone is capturing the answers on a group memory (white board or flip chart or similar display.) What interpersonal behaviors do you find most helpful when working with others? What habits or behaviors ar