doug smith training

There have been times when I wanted to say something because I thought that it was important and yet didn't say it. I learned that avoiding a difficult conversation usually leads to even more difficulties. Keeping a problem to yourself is not a great strategy. The words won't be perfect. We might sweat when we say them. Disagreement could rise. That's fine. If it is important to you, say it. Sometimes it's less about what you say and more about your willingness to say it. If it takes courage to speak, you should probably speak. -- doug smith  

How often is your truth tested? How often do people check to make sure that everything you've communicated to them is true? When it comes to your team, the answer is every day. High performance leaders can not stand to slip and deceive anyone on the team because it is sure to be caught. Maybe today, maybe tomorrow, maybe some time down the road, but it will surely be caught and when it is, the team becomes a bit less effective Every day your truth is tested so you might as well make it true. If you're going to be tested, you might as well test true.  -- doug smith  

If you've ever had a boss say something mean to you, it's likely that you still remember it vividly. You probably won't ever forget it. Leaders do need to provide feedback and much of that feedback may be constructive -- coaching involves helping others improve their skills in order to achieve their goals -- but that constructive feedback can, and should, be delivered in a positive, dignified way. Not mean. Not nasty. Not insulting. Words meant to hurt are better left unsaid. -- doug smith

You can't fix everything by talking about it but you can't fix anything unless you do. Talk about it. Sometimes it will seem rough. There may be deep feelings involved. The words may come slowly. Maybe even the wrong words will come. It is a challenge. Talk about it anyway. What unresolved issue do you need to talk about?  -- doug smith

I don't like rejection, yet it's a part of life. I don't like it when people don't support a project that I'm working on, and still there are usually people who don't see the value in a new change. How about you? We could take that personally and stop doing the thing that matters so much to us -- or we could do something else. We could improve that thing. We could make that thing shine. We could make that thing irresistible. We could use that feedback to find new ways to achieve our goal.  "They" as we so often like to call "them" don't know what's best for you -- and still they can be seriously helpful.  When they tear down your plans, build something better.  Won't that feel great? -- doug smith

Circumstances influence how we act. While we all do have limitations, we can all also exceed and overcome many of those limitations. To be honest, we can all be amazing when we need to be. Whatever is going on, that capacity, that ability awaits. Push that button. Ignite that fire. Step on the gas. We can be amazing when we don't have any other choice. Remove the other choices because they are not for you. Instead: be amazing! -- doug smith    

Do you remember your last wrong decision? It probably felt right at the time. Surely, the logic that you used was precise and strong. But, still it didn't turn out the way that you'd prefer. Leaders benefit from multiple opinions and varied views. We can get so locked into a decision that we forget to truly test it. Are we getting carried away? Have we forgotten about hidden bias? Is it just too emotional a reaction to the situation? The trouble with a gut reaction is that it often eventually makes you sick. Instincts often stink. We need reminders, we need calibrators, we need alternatives. Our own memories are so flawed that they are hardly trustworthy. Test those assumptions, validate those memories, get the help that you need. -- 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  

High performance leaders know that any initiative takes both logic and emotion, but which comes first? Which will get you moving, and which will keep you on course? Knowing that you can't live without either one, it's useful to organize the team in ways that optimize your chances of success. Logic usually waits for emotions to express themselves before anyone cares about logic.  Tune up your team's emotions, or the logic will fall flat.  -- doug smith

Leadership is a climb. To make that climb, sometimes we need to clear the path. Sometimes, we need to build the bridge. Always, we need to work well with others. When resistance gets in the way of a noble cause, high performance leaders push on. They act, they show resolve, they mobilize with unrelenting energy. That takes guts. That takes courage. Courage may not always provide answers but it certainly does empower them. Get the answers you need, but by all means lead. -- doug smith  

When it comes to problem solving, when it comes to change, when it comes to leadership -- agreement is what propels you forward. Reach agreement on the motivation for your initiative and the rest is scalable details. -- doug smith

I get stuck on an idea and the more I think about it, the more I like that idea. Is that the best strategy? Not as an exclusive approach to decision thinking because what if that idea is flawed? It's better to get some more thinkers in the mix. A little disagreement can test an idea before the idea has a chance to test you. Leaders need diverse thinkers to help them expand their limited perception. When we're wrong we don't even know it unless someone else opens our mind. Keep that mind open. That next idea might be much better. -- doug smith