Team Archives • Living to Lead

What Will You Add This Year?

January 23, 2019 By Dave Ferguson Leave a Comment

In the previous article, I posed a question: “What will you subtract this year?”

Apparently, it hit a nerve, as it was one of the most-read articles to date. It was all about ways to better use time – to free up time for the things that matter most to you, personally and professionally.

If you have not read that article, take a moment and do so now…before the next distraction or demand hits.

In this article, I want to address the phase that comes after subtraction: What do you need to add?

Have you ever had a marathon office cleaning session, where you managed to clear your desk? It felt great, right? You could sit down to work with a clear mind. That usually lasts about…one day, or for some, one hour.

Why is this?

The return of overwhelm comes because there is no process for preventing it.

Step 1 was Subtraction – Declutter those things that adversely impact your time.

Step 2 is Addition – Determine focus and create a process that keeps you from returning to overwhelm.

Here is a personal example.

Several years ago, I was a successful executive. I also owned and operated several side ventures and a good amount of real estate. On the wheel of life, “Work” was taking over, which is common among executives. But with so much focus on work, as you would surmise, other areas began to suffer.

After a wakeup call with regard to my health, I realized I needed to declutter some parts of my life to create greater margin, which I did.

But that wasn’t enough.

Fill the void.

Here is a fact of life: Voids will be filled.

That empty spot on your desk; the open calendar space; that time you decided to use for exercise…these will all be filled.

The question is: Who or what will fill the void?

Jim Rohn said it well: “If you don’t design your own life plan, chances are you’ll fall into someone else’s plan.”

This is why Step 2 is just as important as Step 1.

Step 1 creates margin.

Step 2 determines who or what fills it.

I had managed to create margin, which is both an accomplishment…and a considerable adjustment.

I quickly realized I had to take another step – the step of intentionally filling it.

I determined my three main priorities and created boundaries on time spent working, and scheduled in time for exercise, reading, and being out in nature to fill those spots previously used for work. My calendar was full, but full of very purposeful commitments to each area of life.

“Wait a minute!” you may be thinking. “First you advocate subtracting to create margin, and now you’re refilling the margin?”

Exactly.

Only this time, I did it with great intention. And that has made all the difference.

It has provided a measure of balance in other areas of life, and contrary to what you might think, business and career have improved with the broader focus to all areas and less time in just work. In fact, I am now a healthier and more energetic leader than I was before.

No matter your position in leadership, I urge you to take these two steps. As a leader, you must be strong for your team, and energetically, you set the pace. Addressing all areas and not just one will help you be a more effective leader.

For Step 2, review your wheel of life.

Honestly assess each area as I do with my coaching clients to determine where adjustments need to be made.

Spiritual Health
Personal Development
Physical Health
Business and Career
Relationships
Financials

Where do you need to add?

Where do you need to subtract?

Create margin, then fill it intentionally. Be the best leader you can be.

Dave Ferguson is “The Leaders’ Coach”, an internationally recognized executive leadership coach, speaker, facilitator, and author. Are you interested in talking to Dave about coaching or having Dave speak to inspire and motivate your team? “ASK COACH DAVE” at 704-907-0171 or at Dave@AskCoachDave.com.

Five Ways Leaders Can Show Appreciation

November 21, 2018 By Dave Ferguson Leave a Comment

Those of us who grew up in the sixties and seventies may remember Rosie the Robot on the Jetson’s cartoon series. Or Star Trek, with its magical ability to transport people through space and time, and make food appear out of thin air. Back then, the idea of instant access, talking face-to-face via a TV-like screen, and having a robot do your work seemed like an out-of-this-world impossibility.

Today, most of these are daily occurrences.

We talk with people all over the world at the drop of a hat. Our refrigerator orders food that appears “out of thin air,” delivered by drones. And our appliances do our work, much like Rosie, but without the attitude.

We have come a long way in a few decades.

Or have we?

This automation comes as a two-sided sword. While it may bring convenience and time savings, it also pulls us more and more into a virtual world, where, if we’re not careful, we can lose touch with the reality of people and relationships.

This phenomena is evident in the business world as well.

According to Ranstad research, technology is having an impact in the workplace, with “over half feeling technology makes them feel less connected” and “more than 90% believing that a face-to-face meeting is the best way to interact with someone.”

To leaders, this can present a challenge, unless you realize that, at the core, the needs of people really have not changed. The mechanisms have changed, but the underlying needs are the same. Perhaps the generational gap is not quite as wide as we might think. This is why, when asked how to lead millennials, I say, “You lead them like you lead everyone else.”

The 11 Essential Needs of Employees apply just as much today as they have for centuries.

Despite increased autonomy, humans still have need for feeling valued. Feeling valued comes from having self-respect and being recognized for your contribution to society.

This is why people hang plaques and certificates on the wall, and why they will carry a tattered handwritten thank you note for years…or even decades. Sincere appreciation and recognition are not only “nice to have’s”…they are essential needs.

Leaders, let that register in your mind for a moment.

Your people NEED you to appreciate them and recognize their efforts.

When was the last time you registered more than a cursory “thank you” for a job well done? Do you want to create a team that is loyal to your cause and works well together? You can do this by simply meeting those 11 essential needs of employees, one of which is sincere appreciation for a job well done.

Here are some ways you can provide recognition:

Write a handwritten thank you note.

Be specific in recognizing the individual’s value to your team. What did they do, and what impact did it have? What is different about them that makes them a special part of the team, and what unique gifts and perspectives do they bring to the workplace?

Tell them thank you, and be specific.

This not only underscores what you appreciate, it also reinforces great behavior.

Tell someone else.

Sometimes, the best compliments are indirect ones. “Mr. Smith talked about you in our Executive Team meeting this morning. He said your work on the ABC project was extraordinarily organized, creating efficiencies that saved considerably on the overall project cost.”

This approach has dual effect – it makes the employee feel valued; and it raises the estimation of their value to other leaders as well.

Find a way to reward deeds well done in the workplace.

Employee of the month programs, special amenities, team lunches to honor those who have done well on a project…these things go a long way toward meeting an employee’s need for feeling valued. With these, be sure to look for and reward each person on an individual basis so as not to cause division. These are especially effective for group efforts, as it sends the message that working together well creates rewards for the entire team.

Give each person an opportunity to shine.

As we’ve talked about before, “set your people up for success.” And then, recognize them for their efforts. Your accomplishments as a leader are gratifying; but seeing your team members accomplish great things under your leadership is legacy. And it doesn’t get any better than that.

It is really not so hard after all, is it? Help your people succeed, and then thank them for it.

Take a look around at your team today. Who NEEDS a thank you? Who NEEDS a little recognition for a job well done?

Looking for a leadership development program you can use with your team? Check out the Boss or Leader: Lead and Learn Kit. It is affordable, effective, and provides high impact. Be a leader who makes a difference! Click here for details.

Eight Ways Leaders Can Set Their Teams Up For Success

November 7, 2018 By Dave Ferguson Leave a Comment

She was an awkwardly shy teenager. An introvert by nature, she retreated even deeper into silence when her parents went through a particularly nasty divorce. It was her only safe place. Those who knew her began to worry about her.

But one truly influential leader took action.

He asked her to be on a team and put her in a position that showcased her strengths. In doing so, he set her up to win.

As she worked to develop those strengths even further, the team began to recognize her value. As they worked together to win championships, the experience of being valued by others on the team and the achievements helped her to heal.

She went on to have a successful corporate career and now owns a thriving business.

What made the difference?

A leader who set her up…to win.

As a leader, are you setting your people up to win, or are you just setting them up?

We all know leaders who, perhaps inadvertently, set their people up for failure. They…

Don’t take the time to see the potential of each person and position them accordingly
Put them in positions that don’t match their strengths
Promote them into leadership positions without leadership training
Fail to equip them for the work required
Don’t communicate clear vision and expectations
Set goals that are too aggressive
Focus on how the team can serve them and not on how they can serve the team
Don’t do and say things to help the team see the value of each individual

Full Circle Leadership

When it comes down to it, beyond career advancement and high levels of income, what most leaders really and truly want is to make a difference.

One of the most significant ways to make a difference is to actively seek ways to set your people up for success.

To do this, you simply reverse the failure formula above.

1. Take time to see the potential of each person, and position them accordingly. See them as they can be, not as they currently are. Often, leaders look outside the organization, when the potential best employee is already in the organization. We have become accustomed to treating employees as expendables rather than focusing on long-term career development. There is a need to reconsider this approach.

2. Put them in positions that match their strengths, but challenge them to expand the boundaries of their comfort zones. This powerful “strengths plus growth” strategy builds not only businesses, but, more importantly, individuals.

3. Promote them into leadership positions, but provide training, coaching, and personal mentorship so they can climb the leadership ladder to its highest and most meaningful point: legacy.

4. Equip them for the work required by providing the team, tools, and training they need. If they have ideas for improvements, give them the power and the tools to make those improvements.

5. Communicate clear vision and expectations. The best teams are those who know the game plan and their role in getting there. Assessments show a distinct correlation between lack of clarity, and low productivity and job dissatisfaction. In short, if you aren’t clear on goals and roles, your productivity, profit, and attrition rate will be impacted.

6. Set goals that are challenging but attainable. Don’t set impossible goals for your team and then disappear, leaving them to make it happen. Bosses everywhere do this, leaving a wake of frustrated employees destined for failure. It is better to reach a challenging goal than to miss an impossible one.

7. Focus on how you can serve the team, not on how they can serve you. Set the example of servant leadership as the way you do business.

8. Do and say things to help the team see the value of each individual. Help each team member find their place of achievement and value on the team. If you are looking to minimize conflict, this is one of the best ways to do it.

When your people succeed, you as the leader succeed.

But when you build your people, you succeed beyond the norms of career and financial rewards. You succeed to a level of significance. This is legacy-level leadership.

Here’s the bottom line.

Building your people builds your legacy.

Tearing down your people tears down your legacy.

Failing to build your people is failing to build your legacy.

——

It is your choice, and you make it daily. Will you set your people up failure or for success?

Four “A’s” to Full Power

October 10, 2018 By Dave Ferguson Leave a Comment

The word “potential” has its roots in the Latin word “potentia,” meaning “power.”

I like to think of a person’s potential as the power within them. Potential is the power that drives us to do and be more, to go higher, and advance forward. Full potential is essentially “full power.”

The boiling point of water is 212 degrees. It’s the difference between water and steam…and steam will drive a locomotive. That is the power of full potential – it is reaching that one degree of difference.

(If unable to view the video above, please click here.)

As a leader, are you operating at full power?

Is your team operating at full power?

If not, why not?

Human nature being what it is, I don’t know of anyone, including myself, who expresses full potential every day of their life. This is where habits come into play – habits help to harness the power and keep you on track. But there are times when you or your team (or both) get off track and lose power.

How does this happen?

External Factors – These are things that happen to us. This can be the result of other peoples’ actions and outside circumstances. Maybe you were about to hit a high water mark in your business, and a major vendor canceled their order. Or you were a strong contender for a promotion, and the decision makers chose the other candidate. Perhaps you had a comfortable nest egg built when the economy tanked. Or something happened in a relationship that is affecting other areas of your life. These are external factors that can affect your potential.

Internal Factors – Internal factors are those things that happen from the inside out. They are rooted in spiritual, physical, or mental patterns. Perhaps you have a revenue goal in your business. You come close every year, but fall just short of the goal…every single year. Or you know there is something you can and should do, but you don’t do it. You fear failure…or perhaps you fear success. You may lack the confidence to step up to the next level in leadership, or have team members who do.

Potential can be affected by your physical condition as well. I am often asked why I take time to ride a bike or work out at the gym. It is because physical strength powers every other area of my life – and it does the same for you.

How can you get to higher levels of power across your team?

1. Assessment

With any coaching client, this is the starting point: “Where are you now?”

On a scale of 1-10, in each area of life (spiritual, physical, mental, vocational, financial, relational) they rate their current status.

Many find there are several areas that are weak. They also may notice how one area (for example, physical health, affects other areas). The gap between where they are and 10 on the scale is “potential.” It is room to gain power.

As a leader, this is a healthy exercise to do at least once a year. It is also a good idea to have your team members do this as well. While you may deal with them on a vocational level, those other areas have the potential to affect that one area…and they therefore have an effect on your entire team.

2. Achievements

Simply put, this step is about asking, “Where do you want to go?”

The percentage of people who always write down their goals is estimated to be around 13-20%. Yet, the act of writing down goals and visualizing them gives you 1.2 to 1.4 times the chances of actually reaching them, according to studies.

So you identify the areas in need of power, and then you define what full power looks like. Once you have done that, you simply need to define the next step.

As a leader, think of your team. Where is there a lack of power? Then visualize where you want to go – the goals you want to achieve.

3. Action

Now ask yourself and discuss with your team what it would take to get there.

Do they need tools?
Are their individual strengths applied in the right areas?
Are they in a position that lets them use their best abilities?
How are the team relationships?

Each of these has potential impact on power. And as you address each one, the power of your organization will increase.

4. Accountability

I have learned the power of coaching in my own life. There are times when I struggle with one of these facets – maybe I know areas of my life lack the power they had, but I need help identifying those areas. There have been times where I really wasn’t sure what I wanted to do next. Clarity can be hard to ascertain from an inside perspective. And, admittedly, there have been times when I knew what was causing a power drain, and I knew where I needed to go…but I just couldn’t bring myself to take action.

This is where accountability comes into play – it is the linchpin for gaining full power. Accountability to yourself, a system, or a coach – whatever works for you – but you need to be accountable in order to reach your full potential.

Are you and your team operating at 212 degrees – full power?

The 3 D’s of Responsible Leadership

March 7, 2018 By Dave Ferguson Leave a Comment

Featured article by Dave Ferguson in CEOWORLD magazine. Reprinted by permission.

311…it was posted everywhere on every floor. 311 on the elevator. 311 in the hallway. And 311 on the door of one very determined executive vice president.

“What is this all about?” many inquired.

Those on the top floor knew…all 311 in that division.

This particular company was in bankruptcy. Meetings were held daily as to what parts would be sold and when. Negotiations were ongoing with other companies to purchase different divisions. Some would be dissolved.

But one very adamant executive vice president fought for his people.

He promised them that none of the 311 would lose their jobs, and then he made good on the promise. The division was sold to another company – it had to be, as the “mother ship” was going down. But in his negotiations with the other company, who very much wanted him, he required that as part of his employment agreement, they would agree to hire all 311 of his people.

This is the epitome of a leader who recognized that leadership of his people meant declaring a vision, determining to safeguard his people, and delivering on his promise.

And he did.

As a leader, do your people know you take their interests seriously? Do they know that you would fight for their jobs just as much as you would fight for your own? Are they secure in the vision you have for them and the company?

Leadership is serious business.

Every day, your employees give you their most precious gift – their time. In exchange, though they may not say it, they expect at least some degree of security. It is their right to expect that you create and adhere to a vision that is geared toward the long-term success of the company.

How can you be a responsible leader? There are three very specific tenets.

1. Declare a vision.

Take out a piece of paper, and write down the number of employees entrusted to your care. Post it on your door. Post it in other prominent places. Then declare to your people that will protect every one of their interests as much as your own. That is a big, daring vision.

The Result: You will gain their attention.

2. Determine to safeguard your people.

Vision is key, but vision alone is not enough. It must be followed by determination and a plan. In fact, the bigger the vision, the more fierce determination and solid planning must be applied. Just as you declared the vision to your people, you must also share the plan with them. This gives them security and obtains the needed buy-in from them that you need to carry it out. Big vision is a team effort.

The Result: You will gain their respect.

3. Deliver on your promise.

Vision, determination, and planning require one other component in order to become reality: action. Action is delivering on your promise…and your promise is vision. Deliver the vision.

The Result: You will gain their loyalty.

These principles apply to your employees and team; and they also apply to your customers and clients. Do your customers and clients know the vision you have for them and do they sense your commitment or are they treated like a number? Do they know you will passionately deliver that vision and keep your promises to them?

This is the second article in the Leadership Ladder series. Click here for more.