doug smith training

Have you ever seen a presentation that was all slides and not much presentation? You know all the signs: fonts too small, too many words, unrelated charts, busy, busy, busy. People won't remember your slides. They'll remember you. Especially when your presentation involves them -- the audience. Make it for and about the audience and then it won't even matter if your slides work. -- doug smith  

Some of the best conversations I have ever been part of started a bit on the excited side. Well, to be honest, they might have been way over the side and into stormy territory. Elevated emotions and loud tones of voice. That is not my preference. I like calm. I like quiet. But, more than that I like understanding. I like to understand the people I talk with and I love it when they understand me. Sometimes that starts and ends calmly and sometimes that includes a little spice. Keep talking.  That's what I've learned. When it feels hard to say, keep talking. When you're so excited that you can hardly keep the words moving forward, keep talking. When the wrong words emerge and you instantly regret it, keep talking. Breathe. Smile (when you can!) and keep talking. Pause generously to listen. Listen to slow your talking down and truly hear what else is being said. Let it season you, inform you, calm you. Listen, and then talk. If you can't talk calmly, keep talking until you

While we are each different, we all share many things in common. One thing your team members do share in common is the need to be appreciated. No one wants to feel taken for granted. It doesn't cost a thing to say "thank you" once in a while and it adds so much positivity that we should probably do it more often. We all want to be recognized and appreciated. As leaders, we are in a position to do more of that, so why not start today? -- doug smith P.S. Thanks for reading this! 

Sometimes people can get on your nerves. Interrupting, ignoring, disagreeing, even laughing at the wrong time can feel like an intended insult. Taking that kind of interaction as an insult, though, will not improve the quality of the interaction.  I like to think of the people who drive me crazy as the people who spark more learning.  It might not be the lesson they want to teach me that I learn, but there is certainly something there worth learning. If we missed all learning that wasn't fun we'd miss a whole lot of learning.  Those annoying learning opportunities are sometimes exactly what we need. -- doug smith ]

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