doug smith training

Do you limit your partner's growth? Whether it's a business partner, organizational partner, creative partner, or life partner, do you ever expect them to stay exactly the way they are? I know I've done that. In love with the person who was, I sometimes yearn for more of that same person. I want that same perfect person. But that person changes. We can't stay exactly the way we are. We need to keep growing. Expecting our partner to be perfect is a harsh judgement on ourselves. Relax the judge and watch that wonderful partner grow. Who have you held back a little lately? How can you liberate their creative self today? -- Doug Smith doug smith training:  how to achieve your goals Front Range Leadership:  Training Supervisors for Success What have you learned today?

Why would anyone hold back their creativity? And yet, we do it all the time. I know that when I am at my most creative it becomes my happiest as well. There's no separating the higher quality of life from the greater degree of creativity. And yet, we let things get in the way. Let's break the bonds that tie us down from creating great things. Let's cut the cords that wrap us into distraction. Let's tear down the walls that come between us and our creative best. Unleashing our creativity makes us more valuable to ourselves and others. Ready? Set? Go! -- Doug Smith What have you learned today?

Do all the problems of the world sometimes seem overwhelming? What on earth can we do? What we can't do as individuals is solve them all. It's too much. I get tired just thinking about it. But, there is still much that we can do. There are problems that we can help solve. We can work together and focus on what matters most to us and set noble goals. Then, centered and creative we can achieve those goals. Once we realize it's not our job to solve every problem it becomes easier to solve the problems we are ready to solve. What problem are you ready to solve? -- Doug Smith doug smith training:  how to achieve your goals Front Range Leadership:  Training Supervisors for Success What have you learned today?

Do you evaluate what someone is saying, while they're saying it? Do you ever have your mind made up before someone is done talking? I've done that. Many times. It's easy to jump to our own answers, and our own solutions before we hear the whole story. We need to hear the whole story (or at least enough of it so that we know what the story really is). Here's the best way that I know. Listen with curiosity. Listen without judging what the other person is saying or who they are. Listen. To find the true causes of a problem we need to listen without judging. It's not always easy. It takes practice. To get past our inner filters and snap judgements, it's worth the effort. Are you willing to listen with curiosity? -- Doug Smith doug smith training: how to achieve your goals Front Range Leadership: Training Supervisors for Success What have you learned today?

Do you ever think that it's a bit hard to uncover the truth? Sometimes I've worked on problems where the hardest part in getting through an obstacle is uncovering the truth behind what's causing it. And yet, once the truth is uncovered, things can get moving again. People have their reasons for hiding things. Maybe they are afraid of the consequences. Maybe their self-esteem is at stake. Maybe they just don't know any better. As leaders, when we stay curious and persistent we can do everybody a favor by discovering the truth. The objective, fact-driven, feeling-validated truth. Solving that for the whole world would take a lifetime. Solving that for each project is just plain responsible and certainly possible. It takes more courage to uncover the truth and that's because the payoff is so huge. Finding the truth helps us solve our problems and achieve our goals, and that's what project management is all about. What deep-rooted truths does your projec

How do you feel, after doing someone a big favor or  completing a difficult task, when they simply say "thanks, I appreciate that..."? For me, it's not enough. Appreciate what, exactly? And, does that mean you'll be expecting it again? Instead of saying "I appreciate that" it is greatly upgraded when we add specifics about what we're thankful for and describe exactly how it helped. Expressing specifically what was so good, and how it helped let's people know we understand the importance of it. No one wants to be taken for granted, and simply saying thanks is really light-weight in response. Let's do better. Let's do more. Let's be specific, authentic, and sincere. People like specific, heart-felt appreciation. If you want to energize your team, how about letting them know that you care - specifically. How can you enhance the quality of your appreciation for others today? -- Doug Smith Front Range Leadership:  Training Supe

How do you feel about the status quo? In the project management world, status quo is not enough. We must keep moving. We must act relentlessly on our plan. We must stay creative. I'm fond of quoting my friend Andrew Oxley about this: "In nature there is no stasis. We can choose growth or we can choose decay but there is no standing still. Life only knows those two directions." That's your project. There is no standing still. If it's standing still, it's decaying or getting worse or falling behind schedule or running over budget. There is no stasis. There's no standing still so we might as well move in the direction we need to go. Keep moving. It's your best option. What part of your action plan has been standing still lately? What will it take to get it moving? -- Doug Smith

When you're working on a project, do you ever wonder why common sense is in such short supply? People make mistakes that seem silly. Standard procedures are sometimes ignored creating havoc. Relationships that should be sound and happy feel haggard and lost. Where IS all this common sense? When I'm the leader, I sometimes forget that not everyone shares my same view of common sense. Not everyone on the team has experienced the kinds of things that lead me to believe that certain project concepts are common sense and so they don't share that view. We all have places in our work that seem simple to us but more complicated to others. Just because something is common sense doesn't mean that people are doing it. We may need to tell them about our version of common sense. We may need to make processes fool-proof. We need to make things easy. The next time you think to yourself, "why are they missing that thing that is clearly common sense" consider the o

Does your most important project include a financial business case AND a compelling story? I've noticed that project leaders tend to forget one or the other. You need both. Why? Because half of the world is laser-sharp focused on the financials while the other half cares about the financials but needs a compelling story. A compelling story is the cool reason why you are doing a project. It's the people side. It's the part that when the project is finished makes you and your constituents feel warm and fuzzy. Maybe you're not a warm-and-fuzzy kind of person. I'm not. But, I've learned that the chances of sustaining support and achieving the project goals improves dramatically when the project includes both a business case and a compelling story. The business case shows the financial impact of your project on the organization. It shows how will your project improve your results in any of these areas: Revenue Expenses Customer Happiness Team Member

Have you ever noticed that one of the toughest parts to solving a problem is getting people to adapt the solution? We just don't like to change. Sometimes our solution feels tougher than living with the problem. The discipline of doing something differently, and better, is challenging. Some of the biggest problems have the easiest of solutions. The challenge is influencing people to change. What are your easy answers? What do you think prevents people from doing those changes? How can we influence them quickly and collaboratively? Answer those questions successfully, and lots of problems melt away. -- Doug Smith Front Range Leadership: High performance leadership training doug smith training: how to achieve your goals

You probably already have reports in place for your project. How certain are you about your project's progress? Is it moving as fast as you want it to move? Are you energizing your team with the progress your project makes? A project without progress is begging for attention or closure. If it was scoped correctly, planned carefully, and resourced properly your project should be making significant progress. People need to see that progress. People need to feel that progress. If the energy has drained out of the progress, it's time to make a decision: ramp up the energy, or shut down the project. What's your choice? -- Doug Smith doug smith training: how to achieve your project goals

Those pesky project problems! Do they ever bother you? Wouldn't you love a project that had NO problems to solve so that you could race right through to the end? That's not likely to happen very often and it's probably best. Solving problems exposes us to new ideas. Solving problems helps us focus on our project goals. Solving problems is the way to that faster conclusion. The purpose of solving problems is to better achieve our goals. When you look at it like that, they don't seem so annoying, do they? -- Doug Smith Front Range Leadership:  Training Supervisors for Success doug smith training:  how to achieve your project goals