Total Pageviews

Saturday, January 20, 2018

The Secret of Inspirational Leadership

What would Microsoft have been without Bill Gates? Apple without Steve Jobs. or Virgin without Richard Branson.

On the flip side, 15 years ago WorldCom had the most impressive array of telecommunications assets on the planet. But with Bernie Ebbers at the helm, it didn't matter. He drove the company right into bankruptcy.

Today Ebbers is serving 25 years at the Oakdale Federal Correctional Complex for orchestrating the biggest corporate fraud in U.S. history. (And I need hardly remind you of what chieftains Ken Lay, and Jeff Skilling did for Enron employees and shareholders.)

In the business world, physical assets are essential. Patents and trademarks are invaluable. Positive cash flow is wonderful. But, at the very heart of things, every organization is a team of people. And just as a winning sports requires a great coach, every organization needs inspiring leaders at every level. Because if the team isn't rowing in the same direction--the right direction--you won't get far.

I was reminded of this while attending a conference several years ago where the keynote speaker was one of America's all-time great football coaches Lou Holtz.

Holtz is not just a multiple winner of "Coach of the Year" honors. He is the only coach in NCAA history to lead six different programs to bowl games. And the only coach to have four different teams reach final top 20 rankings.

Throughout his career, Holtz earned a reputation for both developing winning teams and quickly rebuilding broken ones. He has written five books on leadership (My personal favorite is "Winning Every Day: The Game Plan for Success"). He claims he is the only man in America who has written more books than he has read.

Don't let him fool you. Lou Holtz is a living example of inspirational leadership. I hadn't intended to take notes, but a minute and a half into his talk I was scouring the table for a coctail napkin.

"Leadership begins with recognizing that everybody need four things," said Holtz, "something to do, someone to love, something to hope for, and something to believe in. Strategic plans don't excite anybody. Dreams excite people...And every employee, every team member, wants to know the same thing: Do you really care about me? Every successful organization shows its people they genuinely matter."

You may not coach a university football team or run a Fortune 500 company. But I bet you're in a position to provide inspirational leadership. How? First, by setting an example. Second, by letting the people around you know how important they are.

In a piece entitled "Godly Work" in an issue of Forbes Magazine, Columnist Rich Karlgaard related a story he was told by Nancy Ortberg, an emergency room nurse who was finishing up work one night before heading home.

"The doctor with whom I was working was debriefing a new doctor, who had done a very respectable, competent job, telling him what he'd done well and what he could have done differently.

Then he put his hand on the your doctor's shoulder and said, "When you finished, did you notice the young man from housekeeping who came in to clean the room?' There was a completely blank look on the young doctor's face."

"The older doctor said, "His name is Carlos. He's been here for three years. He does a fabulous job. When he comes in he gets the room turned around so fast that you and I can get our next patients in quickly. His wife's name is Maria. They have four children.' The he named each of the four children and gave each child's age.

The older doctor went on to say, "He lives in a rented house about three blocks from here in Santa Ana. They've been up from Mexico for about five years. His name is Carlos,' he repeated. Then he said, 'Next week I would like you to tell me something about Carlos that I don't already know. Okay? Now, let's go check on the rest of the patients.'"

Ortberg recalls: " I remember standing there writing my nursing notes--stunned--and thinking, I have just witnessed breathtaking leadership."

Fostering mutual respect among colleagues is perhaps the most important ingredient for building and sustaining a healthy organization. It is people who matter most.

Yes, business will always be about meeting the deadline, closing the deal, finishing the project, and growing the business. But if your work life is nothing more than the single-minded pursuit of wealth, recognition, and accomplishment, you will wake up one day and find that SOMETHING is missing.

That's because true success is not just about achieving your dreams. It's about helping those around you reach theirs, too.

To your greater success,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
Mobile: 323-854-1713

P. S. Smart Development has an exceptional track record helping ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Tuesday, January 16, 2018

Kaizen: Gaining the Full Benefits of Continuous Improvement

Fine tuning isn't a box you can tick – it's an ongoing process.

How does "change" happen in your organization? Is it through major initiatives, or is it part of the ongoing way you work?

Some types of change inevitably need a major project; meaning months of hard work, big budgets and upheaval.

But, often undervalued, an alternative or complementary approach to improving systems, processes and so on, is through more subtle, ongoing changes and continuous improvements.

Once a new major change has happened, perhaps a new system or structure put in place, is everything perfect? Will the new processes stay set in stone until the next major change in a few years' time? Almost certainly not. In fact, if this attitude were taken, you would probably see a gradual decline in benefits after the initial step improvement, as inefficiencies and bad practice crept in.

There is always room to make small improvements, challenge the status quo, and tune processes and practice on an everyday basis. In fact, you and your colleagues probably do this week in, week out without calling it "change" or even "continuous improvement". You're already getting real benefits from the intuitive approach to continuous improvement. And over time, all of these incremental changes add up, and make a significant positive impact on your team and organization.

One approach to continuous, incremental improvement is called kaizen. It originated in Japan and the word translates to mean change (kai) for the good (zen).

Kaizen is based on the philosophical belief that everything can be improved: Some organizations look at a process and see that it's running fine; Organizations that follow the principle of Kaizen see a process that can be improved. 

This means that nothing is ever seen as a status quo – there are continuous efforts to improve which result in small, often imperceptible, changes over time. These incremental changes add up to substantial changes over the longer term, without having to go through any radical innovation. It can be a much gentler and employee-friendly way to institute the changes that must occur as a business grows and adapts to its changing environment.

Understanding the Approach
Because Kaizen is more a philosophy than a specific tool, its approach is found in many different process improvement methods ranging from Total Quality Management (TQM), to the use of employee suggestion boxes. Under kaizen, all employees are responsible for identifying the gaps and inefficiencies and everyone, at every level in the organization, suggests where improvement can take place.

Kaizen aims for improvements in productivity, effectiveness, safety, and waste reduction, and those who follow the approach often find a whole lot more in return:

  • Less waste – inventory is used more efficiently as are employee skills.
  • People are more satisfied – they have a direct impact on the way things are done.
  • Improved commitment – team members have more of a stake in their job and are more inclined to commit to doing a good job.
  • Improved retention – satisfied and engaged people are more likely to stay.
  • Improved competitiveness – increases in efficiency tend to contribute to lower costs and higher quality products.
  • Improved consumer satisfaction – coming from higher quality products with fewer faults.
  • Improved problem solving – looking at processes from a solutions perspective allows employees to solve problems continuously.
  • Improved teams – working together to solve problems helps build and strengthen existing teams.
Another Japanese term associated with kaizen is muda, which means waste. Kaizen is aimed at decreasing waste through eliminating overproduction, improving quality, being more efficient, having less idle time, and reducing unnecessary activities. All these translate to money savings and turn potential losses into profits.

The kaizen philosophy was developed to improve manufacturing processes, and it is one of the elements which led to the success of Japanese manufacturing through high quality and low costs. However, you can gain the benefits of the kaizen approach in many other working environments too, and at both a personal level or for your whole team or organization.

Much of the focus in kaizen is on reducing "waste" and this waste takes several forms:
  • Movement – moving materials around before further value can be added to them
  • Time – spent waiting (no value is being added during this time)
  • Defects – which require re-work or have to be thrown away
  • Over-processing – doing more to the product than is necessary to give the "customer" maximum value for money
  • Variations – producing delux solutions where a standard one will work just as well.
The examples below are these forms of waste in an office environment.

People moving between buildings for meetings when a teleconference could add the same value.

"Mental" movement can be a type of waste too, where people are distracted into switching from one job to another, before the first job is complete. Try to concentrate on one type of task for a block of time such as planning, thinking work, e-mail and phone calls. Use an Activity Log   or an Interrupter's Log   to identify how often you are currently switching between types of work.

Having to open a file or database to look for key phone numbers you use day in day out when it might be quicker to print these out and pin them on the wall.

Waiting for latecomers in meetings – always start meetings on time out of courtesy to those who are prompt, and to encourage good time keeping.

Searching for documents in your e-mail or file system because you have not created a set of folders that enables you to find things quickly. In manufacturing workshops, kaizen led to boards for hanging tools on that had outlines of the tool around each hook, making it really quick to identify where to put a tool when you have finished with it.

A manager re-writing a report because he or she had not briefed or trained a junior member of staff fully on how to prepare it.

Re-doing or discarding work because you'd done it without adequate research or before key decisions had been made that affected the basis of your work.

Spending time adding color to a document or report if it is going to be printed in black and white for distribution at a meeting.

Reading material in more detail than is necessary. 

Inviting more people to meetings than is necessary. Limit meetings to those who should be involved in making decisions. Others can be informed about what was decided by sending them the meeting notes afterwards.

Producing a report specially for one group when a report you prepare regularly for another audience would serve their needs if another field was added.

Creating new documents when you could set up and use a standard template.

Using Kaizen

Here's our suggested approach for using kaizen thinking on your own, or with your team:

  1. Keep a ideas log of things that seem inefficient or that you'd like to improve. It's often easier to spot these in the heat of the moment than in cold reflection.
  2. Once a month, spend some time identifying areas where there is "waste" in the way you or your team is working. Use your ideas log as input, but also think about the wider picture and your overall ways of working. 
  3. Go through each of the types of waste listed above as a checklist. How could "waste" be eliminated? How could things be improved?
  4. Plan out when you're going to make these changes. You need to strike a balance between getting on with making the improvements immediately (so that the area of waste doesn't become a bigger problem), and avoiding "change overload".
Kaizen is something that you can benefit from quickly as an individual but, embracing the ideas and approach with your team will take a concerted effort. 

Here are some suggestions to help make kaizen work with your team:
  • Learn, with your team, more about the philosophy of kaizen – this will help you embrace the ideas and develop a participative, team-based approach.
  • Develop a suggestion process – how will the ideas be gathered and evaluated?
  • Establish your overall kaizen approach and controls – rather than have people implement changes at will, have a clear system to follow.
  • Reward ideas – the more ideas, the more kaizen is at work in the day-to-day attitudes of employees.
Key Points
Kaizen is a philosophy that supports continuous, incremental process changes that sustain a high level of efficiency. A one level kaizen can help you personally improve the way you work by eliminating "waste". At the organizational level, kaizen can be a powerful team-approach that harnesses suggestions and involvement from people at every level. 

Wide participation can serve to improve moral and satisfaction as much as it improves production, costs, and other hard measures. If you choose to bring kaizen into your workplace, you'll be surprised at how big an impact small changes can make, and how the culture of continuous improvement can thrive.

To your greater success,
Peter Mclees, Leadership Coach, Trainer and Performance Consultant
Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, branches, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Saturday, January 13, 2018

10 Surefire Tips to Create a Team of Winners in 2018

Want to be an excellent leader? A truly inspirational, effective agent of your team’s success? There is literally nothing harder – or more important – in the world of work. That’s why truly effective leaders are rare in real life.

If that discourages you, then maybe you don’t have what it takes to lead after all. If it motivates you instead? Well, then, here are 10 tips to take it from “in charge guy/gal” to “excellent leader!”

1. Please repeat after me (to your team): “My job is to help you be successful by making your job easier.”

No, your job is not to give them the day off to shop while you finish up their work for them. But your job as leader – your only job, as leader – is to remove impediments and provide the tools for your people’s success. 

One of the most powerful resources you can provide is regular coaching.

Check out our blog Coaching Works. Here's Why.

Take the obstacles out of their way and give them the resources so they can do the important work of your company: serving your customers and stakeholders!

2. Foster friendships among your staff.

After work socialization is important – it is! But nothing builds camaraderie and team spirit like shared success as the result of shared struggle. What’s your team’s greater goal? What significant challenges are you confronting that all of you can be proud of overcoming together?

3. Reward for the big things. And the medium things. And even the itty-bitty little things.

We like praise. We want recognition. One winner-takes-all vacation or mega-bonus for the year’s top performer is great and all, but how about a $5 Starbucks, or even a made-up certificate from your printer, because someone filed his report on time? 

4. Push them.

People of quality want to be good at their jobs. Kindly help them to improve. …Kindly, but maybe not gently.

5. Release the “Just Enoughers” to other “opportunities.”

We all know the “Just Enoughers.” Employees that do just enough to avoid getting fired. No one likes to work with slackers – except other slackers. Redeploy them sooner than later. As the old saying goes, “If it’s inevitable, make it immediate.”

6. Hire slowly and caaaaarefully!

Show your current team members and your new recruits that not just anybody belongs on your team. If you want to build an elite group, hire top performers. You’ll have to kiss a lot of frogs as you vet the talent pond.

7. Give them something important to get up for in the morning.

Remember number 2, with the part about shared challenges? Pick a aspirational goal. Then make pursuit of that the rallying cry of your team. Change lives, change how business is done; don’t just settle to change who wins this year’s sales contest. 

8. Talk up your people to others.

Talk your team up to your peers, to their peers, to your boss and her boss and heck, to the security guard, too. Be proud of each of them, and share that pride with anyone who’ll listen. Word will filter back to them, and as it does, it will have have a major impact. 

9. Expect the world of them.

Establish with your team how highly you respect and admire them. Expect big things from them. They will live up to your image of them, no matter what it takes. 

Check out our blog on the Pygmalion Effect for why high expectations are vital for high performance.

10. Be worthy of their effort.

Want to really be the best, most effective leader ever? Work to improve yourself every day, in every way that is important to your team’s success. In order to lead a group of champions to new heights, you as leader must be worthy of the team’s time and energy. And that’s a lot more than we have room for in one blog post.

You will never be as good as you can be as a leader. But every hour of every day, if you’re sufficiently devoted to the success of your team, you can improve. Keep at it, and your people will start bragging about you – to their peers, your peers, your boss and her boss. And yes, even to the security guards.

When it percolates back to you how admired you are by those you serve as leader… you’ll be infinitely prouder than if they told you themselves! 

To your greater success,
Peter Mclees, Leadership Coach, Trainer and Performance Consultant
Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, branches, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

The Pygmalion Effect: Sooner or Later Leaders Get What They Expect

The concept of linking expectations to performance is called the "Pygmalion Effect". The original Pygmalion was a mythological artist who carved a statue of the ideal woman. His statue was so beautiful and lifelike that he fell in love with his creation. His love was so strong, the goddess Venus came to his rescue and brought the statue to life. 

This concept applies to business. When managers genuinely believe their employees are competent and responsible, they are more likely to treat them in ways that facilitate their ability to succeed. When managers doubt the competence of employees, they are more likely to focus on shortcomings and less likely to give the employee stretch goals. These employees may likely adjust to these low expectations. 

There are specific behaviors that communicate our expectations, whether high or low, to another person. Our beliefs influence these behaviors. It is ultimately the choice of the employee to meet these expectations, but you can influence their decision. As Warren Bennis wrote in his book, On Becoming A Leader, “Employees, more often than not, appear to do what they are expected to do.” 

Managers can communicate their expectations of employees, positive or negative, without realizing it. There are specific behaviors that managers use to do this. Dr. Robert Rosenthal of Harvard University created the Four Factor Theory to categorize the elements of these behaviors. 

Climate describes the non-verbal messages from the manager. Climates can be encouraging or discouraging. 

Managers give more positive feedback to high expectation employees. Frequent, specific praise achieves better results than random, vague feedback. 

Input consists of the amount of information given to an employee. A high expectation employee receives the resources needed to do the job well, while a low expectation employee receives little information on how to improve the work. 

Output is the amount of information requested from the employee. The high expectation employees have more opportunities to offer their opinions and receive more assistance in finding solutions to their problems. 

As a manager or supervisor, your aim is to get the best performance from the people who work from you. If you have high expectations of a member of your team, this can reinforce your efforts. On the other hand, if you convey lower expectations of an individual, this can undermine your efforts to improve his or her performance.

Without knowing it, you may show low expectations by delegating less challenging and interesting work. You may pay less attention to team members' performance and give them less support and praise. In return, the team member may feel undervalued and untrusted, and his or her confidence may be undermined. And so your lower expectations, albeit unconsciously communicated, can demotivate the team member, creating the exact opposite effect of the performance improvement that you want.

More than this, the effect of low expectations can create a vicious circle – you expect less, you get less, you lower your expectations and further demotivate, and so on.

The good news is that the opposite is also true. By setting and communicating higher expectations, you can motivate team members and create a virtuous circle leading to continuously improving performance.

To your greater success,
Peter Mclees, Leadership Coach, Trainer and Performance Consultant
Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, branches, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Saturday, January 6, 2018

Three Key Habits To Elevate Your Coaching Impact in 2018

The Science of Habit Building

 There’s a lot of nonsense about building habits out there in the world, the most pernicious and probably least accurate being “do something for 21 days and you build a new habit.” (The reality is that you'll START to build a habit in 21 days)

This explains why your New Year’s Resolutions are so depressing and elusive (“This
year, once again, I pledge to eat less, exercise more, learn a new language, love my kids, etcetera, etcetera, etcetera.")

And also why January 21st is considered one of the most depressing days of the year. (Not only are your resolutions broken, but you just received December’s credit card bill…)

 The good news is that in the last few years, there has been some deeply practical work done on what actually builds habits, based on research and neuroscience.

There is a simple and powerful formula for how to define and embed a new habit you want to develop. The formula draws deeply from the thinking of two writers in particular, Charles Duhigg and BJ Fogg.

Charles Duhigg is a NY Times journalist, which explains why in The Power of Habit he’s written a book that (unlike most business books) is actually engaging, practical and full of good stories and science.

One of Duhigg’s key findings is that a habit is not simply a behavior, but rather a three-part system which he calls the habit loop: a trigger (the situation that sets it off); the behavior; and the reward (why your brain says: next time, do this again.)

Understanding what you get from the old habit you’re seeking to replace – the reward – matters, because you’ve got to ensure that you get something similar or better from the new habit you want to develop.

And becoming very clear on the circumstances that trigger the old habit is critical, or else you’re always going to find yourself half way through a tub of Haagan-Dazs Macadamia Crunch ice cream wondering, yet again, how did this just happen…

The second writer is BJ Fogg, an academic at Stanford where he is Director of the Persuasive Technology Lab and is also creator of the website.

BJ has focused deeply on how to change human behavior, and one of his most powerful contributions is a simple solution to how we can stop sabotaging our own best efforts to build new habits.

 His insight is that as soon as we create a broad habit – let’s say, going for a run in the morning – our big brains immediately start finding ways to “hack” our well-meaning plan. It doesn’t take much, as you’re lying in your warm bed, to think of all those excellent reasons why today (just today, tomorrow I’ll be good I promise) you can’t go for that run.

Fogg says that the secret is to define a first step that takes less than sixty seconds to do.

 This aligns strongly with Getting Things Done productivity guru David Allen’s insight that you can’t do projects, you can only do “the next action.” What Fogg is telling us is that we need to define the first step – the micro-habit – of the larger habit we want to build. Don’t try to build a habit to go for a run in the morning. Build a habit to put on your running shoes as soon as you get out of bed.


When you combine some of the key insights from Charles Duhigg’s book together with BJ Fogg’s work, a simple but powerful formula for building new habits begins to emerge.


Identify the triggering event or context. Be as detailed as possible, so you know exactly when it happens and what it looks like.

Articulate the old and default behavior you want to change. For an added bonus, seek to understand the “reward” you get from doing this.

Clarify the micro-habit, a behavior that takes less than a minute to do and is perhaps the first step of a bigger habit.



I’m brushing my teeth at night.

ignoring the dental floss and thinking I’ll do it “next time”

floss one tooth.
(This is BJ Fogg’s favorite example, with his bigger goal of flossing twice a day)

I get a craving to eat any time after 8:00 PM
finding myself heading to the refrigerator and eating a pint of ice cream
drink a big glass of water (I know thirst often feels like hunger. This stops my ice cream craving.)

I wake up in the morning
turning on my device and checking my email
Meditate for 5 minutes


We are all so keen to help. To jump in. To fix things. To “add value.”

To provide the solution, the answer, the next step.

There is a good reason for that. You have a good heart. You’re genuinely trying to help. And there are times when that’s exactly the right thing to do.

And this is an overdeveloped muscle. As the answer to everything, the default habit for every situation, it’s exhausting and debilitating. 

The new habit is not actually a refusal to help. It’s a process for getting clear on exactly how they’d like you to help, so you can in fact be less busy but more useful.

Someone once defined an adult-to-adult relationship as, “Being able to ask for what you want, knowing the answer may be No.”

That’s much harder to do than it sounds. It’s hard, often, to know what you want.

It’s hard, often, to ask for it. And it’s hard to realize you have a choice to say Yes or No or Maybe when somebody makes a request of you.

 The First Habit is to ask what exactly they want from you before you start providing it. You help them get clear on what they really want. (They don’t often precisely know.)

You stop yourself over-delivering solutions they likely don’t want or need. You break the cycle of overdependence and bottlenecking.



Someone seems to need my help

assuming I know what help they need and jumping in with the solution, the answer, the action plan, the next steps …

ask them, “How can I help?”


As someone starts describing a problem to you, even though you don’t really know them, or the other party, or most of the details of what’s going on, or any of the context … you’re pretty sure you know exactly what they need to do.

Welcome to The Advice Monster.

It lives within us all. And it probably wouldn’t be a bad intervention to have most of us sitting around a circle and admitting our addiction, saying things like, “Hi, my name is Peter, and I’m an Advice Giver.”

 Not that advice is always a bad thing to offer up.

But the Second Habit is all about slowing the rush to offer up your ideas. If you can delay that “You should …” or “Have you thought of …?” moment by even a minute, your impact as a manager and a leader changes.

 Your goal is simply to hear their ideas first.

 People will almost always show up with some initial thoughts and ideas to solve the challenge they’re wrestling with. You’ll be surprised and delighted at how often your
job will be to simply agree with the idea they have and to encourage them to do it. And they’ll be surprised and delighted at how smart and empowered you make them feel.



someone asks me “how do I...?”

telling them exactly how to do it…

ask them, “That’s a great
question and I’ve got some ideas which I’ll tell you … but let me ask you, what are your first thoughts on how to do that?”


Of the very many definitions of coaching that exist in the world, one of the most powerful comes from Sir John Whitmore’s groundbreaking book Coaching for Performance, in which he says coaching is, "unlocking a person's potential to maximize their own performance. Helping them to learn rather than teaching them.”

As a manager and a leader, your job is to help them learn.

 Unfortunately, people don’t learn when you tell them something.

They don’t even learn when they do something.

 People only really start to learn when they reflect back on what just happened and ask themselves, “What did I learn just now?”

 Winston Churchill once said, [people] “occasionally stumble over the truth, but most of them pick themselves up and hurry off as if nothing ever happened.” That’s true of learning moments as well. We’re so busy just trying to do stuff that we miss the opportunity to learn all the time.

 The Third Habit changes that.

 It creates a brief moment at the end of any conversation, a private “one on one”, a public team meeting, and everything in between, to articulate what was useful, what was valuable, what needs to be learned.

 The Third Habit creates the A-ha! Moment for them.

 That helps you, as it tells you what’s working (and what’s not) so you can do more of that the next time.


   I WILL...

I finish a meeting,
whether it’s one to one or with a group, whether it’s internal or with external partners…

wrapping things up and
hustling on to the next thing in your calendar…

ask them, “What was most valuable for you from this meeting?”


At Smart Development, we see the impact of coaching as a simple and powerful cycle: insight leads to behavior change leads to positive impact.

 Let’s practice what we preach. Before you go, let me ask you this:




To your greater impact as a leader and a coach,
Peter Mclees, Leadership Coach, Facilitator and Trainer

Take the Next Step... 

Interested in learning how coaching can benefit you and your organization? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 
Email:    or    Mobile: 323-854-1713
Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, branches, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.