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YES- You CAN Gain Competitive Advantages for Your Team or Business with our AD-FIT™ Virtual Learning
Hello friends,
If you aren’t growing, you’re dying. Listen to your intuition. Look at your key measures.

It’s not that you don’t want to improve… you are just so busy!

With thousands of tasks (not to mention people) vying for your attention, it’s difficult to step out of the daily grind to further your training, learn new skills, and become even better at what you do.

Our convenient virtual training may be your answer.

Now you can have the power you need right at your fingertips.

Decide which program fits your needs. Check out all our online courses
On-Demand Training is Convenient
Whether you need to manage people, reduce costs, make new sales, or change behaviors, we’ve got you covered.

Our trademarked AD-FIT™ coaching protocol has brought results for 20+ years with thousands of leaders and managers.

And with our self-directed courses, you have this powerful training at your fingertips any hour of the day. 

It’s time to move your organization forward. Let’s talk!
Improve Performance At Your Own Pace
VIEW ALL OUR ONLINE COURSES
Our courses are designed for managers and leaders who coach direct reports, external coaches, or consultants.

Get the expert advice you need at your finger tips. 
AD-FIT™ Coaching for Managers.

This introductory course is designed for managers tasked with reducing waste or costs, or with increasing desired retention or employee engagement.

Maximize the productivity of others by using the AD-FIT™ model. REGISTER FOR FREE
AD-FIT™ Certification Course: Level 1.

The costs of staff turnover are staggering. The real reason you are constantly looking for new talent is not that you’re hiring wrong.

The problem is that you need to train and coach your talent better. This course will teach you how. LEARN MORE
OKR Leadership Training Course.

Learn how using OKR (Objectives and Key Results) Leadership can transform your organization by aligning everyone on a common outcome.

Whether you run an F100 organization or a small business, it’s time to put OKR’s to work for you. REGISTER FOR FREE
Download your FREE Chapter of the book and unlock the”SECRET SAUCE”
If a team isn’t growing, it’s dying. You owe it to your team and your career to lead more effectively.

Unlock your team’s potential with the secret sauce that has driven success at Google, Intel, and most of Silicon Valley.

Download a Free Chapter or Schedule a Training Session
What do others say about working with Doug?
“Doug is astute in the behavior dynamics and management styles of senior executive leadership. He is incredibly trustworthy and shares his wisdom freely. He has a knack for providing the right tool and approach to create a successful leadership culture and even more importantly assists individual leaders to rise to their potential.” Stefani Benefield, VP Innovation, Humana

“I have worked with Doug over the last 5 years, with 3 different companies. He has helped me personally in my career development as well as organizational change strategy and initiatives within my organization. I highly recommend Doug Gray to any organization or executive wanting to effectively manage people challenges.” Eric Kees, VP of HR, Husqvara, Carolina Handling,
Let’s chat today! We’d like to learn about you and your team.

Good Leaders Hire Guides…




“In my experience as CEO, I found that the most important decisions tested my courage far more than my intelligence. Every time you make the hard, correct decision you become a bit more courageous, and every time you make the easy,  wrong decision you become a bit more cowardly.” ~ Ben Horowitz, American businessman, investor, blogger, and author.

Hello friends,

As a leader, you are faced with difficult decisions every day and the larger the organization gets, the more decisions there are to be made. Should you spend money during challenging times or hold on to as much cash as you can? Do you focus on serving current customers or attracting new customers? Is it time to invest in financials or in relationships?

In order to run a successful organization, you need to be focused on the future – 6 weeks from now, 6 months from now, and 6 years from now. 

Imagine not having to face those difficult decisions alone.

Organizational Leadership Consultant, Doug Gray, has worked with hundreds of leaders of small businesses, F500 companies, and nonprofit and government organizations. Leaders that have faced the same challenges you are facing in your own organization

Doug addresses the 7 Key Growth Drivers of all successful businesses:
You, Strategic Team ,Employees Customers, Investors & Creditors, Cash, Growth 

Then, he’ll make recommendations for what steps you can take today, and over time, to steer your organization in the direction you want. Once those actions have been taken, he’ll reassess and provide you with the next steps.

Want to learn more? Contact Doug today to get started on your success.  CONTACT DOUG GRAY

Why is it leader’s are not encouraged to practice Leadership? Listen to what Doug has to say… MOVE YOUR ORGANIZATION FORWARD

Schedule a Free Consultation!

Objectives + Key Results (OKR) Leadership

How do you keep track of what’s important when you watch sports? Well, you use a scoreboard. Or a timer. Or a finish line. You use numbers to measure what matters. Then you boast about your favorite scores. In short, you know who wins because you know who had the better numbers. This book is written for readers and leaders with the same kind of focus — you need to know what to measure so that you can win. BUY YOUR COPY TODAY!

Values and Behavior-Based Coaching 101

One of my clients asked how to summarize the events of a new board meeting. He was an observer, there were 6 active board members, and his company invested in the board so that he could represent their business interests. He asked, “How do I track each leader?”

We discussed the template below.

Often when I meet a new coaching client I use this template to help them identify those they work with, and the behaviors required for their success. Some people can assess others quickly. Others require a structure to list what to say/do. No one ever wants to “stick their foot in their mouth.”

You can adopt this template to coaching your team, when taking notes, or when practicing leadership. Try it.

I’ve used it for decades with hundreds of leaders.

Here is the gist:

The result is a dated snapshot of my summary, that validates the other people’s values, reminds me of what to say/do, and indicates possible next steps.

  1. List the team/ board members in rows so that you keep them organized.  Add any other key team members/ board observers.  Add contact info/ affiliations. List no more than 5-7 leaders so that you can stay focused on them.
  2. Column 1 is “Values”.  Ask yourself what each person values, list 4-6 values based on what they say/do. If you need a list of values go to www.VIACharacter.org, or take the PIAV (Personal Interests, Attitudes and Values) assessment with me.
  3. Column 2 is “What should I say/do”.  If someone values their ego/ own voice, then you can publicly validate them when you agree. If they want to be addressed formally, then be sure to do so consistently.
  4. Column 3 is “What should I NOT say/do.” If someone requires time to verbally process new ideas, then please do NOT interrupt them. If they are conflict avoidant, then do not confront them publicly for non-critical issues…
  5. Column 4 is “Next steps.”  I use this column to note people/ articles/ resources that the leader may appreciate.  These notes provide a simple structure for me to follow up, if useful.

I encourage you to adopt this template and PRACTICE leadership. Today. What are you waiting for?

Then contact me and share your success story or questions.

All your best, Doug

Why become a psychologist?

Recently I was asked to give career advice. This reply can be used by anyone in any career, or any manager tasked with measuring the value of their investment.

The career question was: What area of study is better for a career in industrial/organizational psychology? (e.g., clinical psychology, cognition, cognitive neuroscience, developmental psychology, perception, personality psychology, or social psychology.)

My reply: Get nerdy. I strongly recommend that you conduct one of the following two research studies.

  1. Take a quantitative approach.

(a) Start with the leading professional associations such as division 14 in the American Psychological Association described at https://www.apa.org/about/division/div14. Or Division 13 at https://www.apa.org/about/division/div13. Then study the data at SIOP. Request their whitepapers and industry trend data on recommended career paths. Synthesize key points from each document so that you can reference them later if required.

(b) After collecting data on the professional associations that interest you, define 4-5 research questions (RQs) that interest you. I think that the problem you want to solve is something like, “What specialty is better for me and why?” Examples of RQs include: 1. What specialty makes more money? 2. What specialty enables me to work with the kinds of clients I desire to serve? 3. What specialty is affordable and attainable within 5 years? 4. What specialty will enable me to shift career interests every 10 years if desired?

( c ) Analyze your results. Your RQs will drive the data. Create a 2-4 page summary analysis based on each RQ and your findings to date.

(d) Share the data and your summary analysis with 3-4 older people who are honest and capable of providing direct feedback. Avoid your loved ones. Have a conversation with them about how you have analyzed the data and discuss how they interpret the data.

2. Take a qualitative approach.

(a) Select a large sample (n = 100+) of representative practitioners with self-declared expertise in Industrial/Organizational Psychology. Start with sample searches in open digital communities such as LinkedIn or Quora. Then collect practitioners from professional associations such as SIOP or https://www.apa.org/about/division/div13. Create a spreadsheet with names, email, digital link, contact requests, contact notes. Add me to your list if useful. Then add any of my first level connections or followers.

(b) Define 4-5 research questions that you would like to ask. Sample RQs may include: 1. What were significant milestones in your graduate education? 2. How are you implementing your graduate education into your daily work today? 3. What advice do you have for me if I were to adopt a career path like yours? 4. What skills do you use daily in your consulting practice that can be learned in graduate school?

( c ) With permission from the participants, record the conversations. Take notes on themes and categories that emerge. For research protocols study textbooks such as Designing and Conducting Mixed Methods Research, 2nd ed. (Creswell & Plano, 2011). To be clear, your study can be simple. If you can have 10 conversations with 10 representatives of where you would like to be in 10 years, then your qualitative study should have tremendous value.

(d) Analyze your results. I suspect that you will be able to define what your sample population recommends after 5-6 conversations. I hope that data will inform you to conduct additional research in your career.

A closing thought: If you are not inclined to conduct a simple research study like the ones described above, then you are not likely to be successful in I/O psychology…

Researchers collect data and analyze results.

Consultants assess and recommend.

I certainly hope that you conduct the research you need, sooner rather than later, so that you can serve thousands of clients.

Here is an invitation: If I can be a resource at any time, then I invite you to contact me at Executive Coaching | Action Learning Associates LLC | (615) 236 – 9845

All the best! Doug