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by Dave Ferguson

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Four “A’s” to Full Power

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Four “A’s” to Full Power
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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?

 

 

Dave FergusonDave 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.

The Core Role of a Leader

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The Core Role of a Leader
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What is the job of a leader?

“Get things done.”

“Produce results.”

“Set and achieve goals.”

All these are great, but they are not the core role of a leader. In fact, “getting things done” can actually keep a leader from leading.

The Core Role of a Leader

The core role of a leader is to develop the team that…gets things done, produces results, and achieves the goals that have been set.

If you are trying to do it all yourself, you are limiting yourself, your team, and your organization.

If you develop others, there is unlimited potential to what can be achieved.

How can you develop others?

1. Create a system of support.

Founders of companies very quickly realize there is more work than time, and so they hire a team. But if they have not taken the time to build a system for their business, they only make more work for themselves.

Team members will rely on them to answer questions, explain procedures, and direct them at every turn. Many leaders throw up their hands in despair and utter something like, “I can do it faster and better myself!”

And they begin a cycle of looking for the “perfect” team member to solve all their problems, not realizing it is not a people issue, but a systems issue.

Make it a priority to have systems in place to support your team – processes and procedures, the tools to do the work, and a centralized knowledge base. If you don’t have time to build it yourself, enlist the help of your current team to do so. You relay the big picture of what needs done and have them help you build out the details. If you have done your due diligence and hired dedicated employees, you can build the necessary systems together in this way.

2. Create a culture of respect.

You as the leader set the tone for your organization. If you hire people for their strengths and respect those strengths enough to seek their advice, you create a culture of respect. And you can bet the rest of your team will follow your example.

The fact is, no one knows everything. And the good news is, you as a leader are not expected to know everything.

To succeed, you must identify “experts” in those areas in which you do not excel.

Here’s a real life litmus test.

Have you ever noticed how a leader treats his or her assistant? It is a good indicator of their leadership. Do they show respect to their assistant as a qualified professional in their area of expertise, or do they treat him or her as a commodity that is easily replaceable and of little value.

Three things happen when you respect each member of your team: they respect you as the leader, they respect other members of the team for their individual gifts and strengths, and they commit to using their strengths to help build the organization.

Do you want to lose credibility fast in the eyes of your employees? Show disrespect to just ONE of them.

The choice is yours. One action will build a team that builds a strong organization; the other will tear it down.

3. Create a path for growth.

“The only way to advance is to leave the company.”

Sadly, some of the best talent in an organization goes right out the door, taking their experience, skills, and strong work ethic with them. This is often because they have outgrown a role and are ready for a new challenge, but they get overlooked or don’t have the opportunity to grow within their current company.

A wise leader will create a path for growth and will encourage each team member to advance along the path that best fits them.

Before you spend thousands and thousands of dollars on recruiting outside candidates, take a look around your current team for qualified candidates.

Think about it. When you hire from within, you save the costs of advertising and recruiting, save the time of an extensive interview process, and save considerably on the time and cost involved in new client onboarding and training.

If you have created a clear path for growth and identified qualified candidates from within, you can invest in more targeted growth training. This not only saves enormously on costs, but yields a higher return on investment.

4. Create a means for accountability.

Ah, the once-a-year annual review. Most leaders dread it; and most employees hate it.

Think about it. You go through the year working with someone, essentially saving your feedback, comments, and accolades for one time a year. Where is the real value in that?

Instead, consider that you are not in a leadership position to fill out paperwork. You are there to develop people. And consider that this should be a daily process, not a once-a-year process.

As you go through each day, observe your people. Are they doing a good job on something? Tell them immediately, and be specific in your compliment. This helps them grow. If you wait until the end of the year, you will forget about it.

If they are doing something incorrectly, or you notice they are not performing up to their normal high level, take the time to guide them into correct procedure or to determine and deflect issues that may be undermining their performance.

Here’s a point many leaders miss: Accountability goes both ways. Let your people know that you want and value their feedback as well. Be open to listening to their point of view. There is room for growth in every leader.

5. Create a network for sharing.

Through decades of coaching and executive level leadership, I have noticed a common characteristic that tends to prevent leaders from reaching their greatest level of achievement. That characteristic is the tendency to “hold things back” from their people.

For some, it is out of consideration and concern: “I don’t want employees to worry that their jobs may be impacted.”

For others, it may be out of pride or ego: “I don’t want anyone to know I’m failing here!”

Either way, you are limiting your greatest power – the power of a network.

There was a company that was struggling. Creditors were breathing down the proverbial neck of the organization. Some savvy employees knew there were issues. In fact, as they gathered for lunch one day, they identified, in a matter of minutes, a few small changes that would have saved several million dollars for the company – enough to turn the tide.

But, sadly, the leader of the organization wasn’t listening.

He went to great lengths to put out a “We’re doing great!” message.

All the while, many could see, “The emperor was naked.”

This failure, rooted in pride and evidenced as lack of transparency, resulted in the loss of a company – a company that could have survived if only the leader had tapped into the power of his network.

Don’t be a naked emperor.

Encourage communication across your entire organization – from the corner office to the field office. Keep your ear to the ground to learn of problems before they become crises; and to elicit new and profitable ideas from those on the front lines. Listen to the accountants who see where costs can be contained, and to customer service representatives who know the needs of your customers.

If you want a company that is sustainable, create a network of individuals who openly share their thoughts and ideas across your organization, and to you as their leader.

Taking Action

I encourage you as a leader to take out a 3 x 5 card or a sticky note, write “Develop Others” on it, and do that every day. As you go through the day, ask yourself, “Does this help to develop others?”

Use that as the lens of your effectiveness. If you apply these five tenets for developing others, it will solve a large percentage of your organizational problems.

Beyond that, this practice will help you create the one thing that becomes very important as you progress through your life and career: it creates legacy.

 

 

Dave FergusonDave 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.

Three Ways Embracing Imperfection Will Make You a Better Leader

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Three Ways Embracing Imperfection Will Make You a Better Leader

People are not perfect. Shocking, I know!

Quite the opposite, actually. And our imperfections are often publicized and picked apart by our critics. Dealing with these criticisms can be a true test of our leadership mettle. The first step to overcoming them is self-awareness.

If you are aware of your weaknesses – and willing to work on them – you have the opportunity to use imperfections to your advantage.

I have guided multiple C-level leaders through the practice of translating weaknesses into strengths. In the end, they have all come out stronger and more refined leaders for their organizations.

Here are three ways you can work through your weaknesses and become a better leader today.

1. Mistakes are not failures, but learning experiences.

People often overlook the value of learning as you go. We like to have all the information before starting an endeavor. This is the ideal — which is hardly ever a reality. Imperfect people make mistakes.

A mistake shows that you’ve attempted something new, and signals that you need to alter your process. Mistakes can be great because, through them, you can stumble upon a solution. Becoming a better leader is about recognizing many of your successes happen through “mistakes.”

2. Not being able to “do it all” allows you to delegate to your team and take advantage of their skill set.

This is such an important aspect of becoming a better leader. The greatest advantage of working with and in a team is that everyone brings something unique to the table. As a whole, your team can operate as a “super-charged” employee — but to achieve success, you must involve your employees in some of the decision-making.

It is important to note that imperfection also binds people together. Showing vulnerability is an attractive quality because it displays your humanity.

Employees are more likely to take risks and be vocal about ideas they have when they feel empowered.

Just be careful that vulnerability doesn’t morph into insecurity.

3. Translate your “laziness” in one area into “focus” in another.

As imperfections go, laziness is one that is most looked down upon in our corporate culture.

The entire premise of laziness is that you would rather be doing something else — so harness that! Turn your attention to other projects for a while and procrastinate productively.

There are a few tasks that likely cannot be delegated or avoided. The trick to checking them off your list is three-fold:

  • Schedule a specific time to complete them.
  • Devote the time required to execute your schedule.
  • Reward yourself when they’re done.

By skipping one or two of these steps, you are setting yourself up for failure. Follow through and watch your leadership influence strengthen.

Getting Back on Track

Low self-awareness, poor delegation skills and laziness are innovation crushers. They indicate a lack of passion. It may be time to start looking for new ventures that get you excited again.

Brainstorm new ideas. When you come across one that just won’t go away, visualize the steps needed to put it into action.

When it comes down to the basics of imperfection, it’s critical to realize we all have them. Discuss imperfections with peers and mentors. Share your deepest weaknesses and put together action steps to overcome them.

This accountability will do wonders for your walk as a leader.

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.

A 10-Step Process for Creating Work-Life Separation

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A 10-Step Process for Creating Work-Life Separation

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

I like work-life separation, not work-life balance.
If I’m on, I want to be on and maximally productive.
If I’m off, I don’t want to think about work.
~ Dave Ferguson

There are way too many of us trying to juggle way too many responsibilities, all at the same time. You have seen it in meetings – a leadership team is gathered around a conference table, with most team members distracted by text messaging, shuffling papers, and “multi-tasking.”

You have seen it on the highways, often with dangerous consequences.

And you see it in restaurants as families eat together but don’t speak to each other. We are in one place but never fully focused. We fool ourselves into thinking we are highly productive, all while feeling more and more stressed because, in reality, we are not.

The devices and practices that were supposed to create work-life balance have actually created a significant and unproductive imbalance.

There is a need, not for work-life balance, but for work-life separation.

The fact is, there is no such thing as work-life balance. It’s a myth many chase. Essentially, there are seven areas of life: Faith, Work, Health, Relationships, Finances, Home, and Personal Growth. If you work 40 hours a week, you cannot possibly give 40 hours to each of the other areas in order to create a time balance between your work and the other six areas.

You intuitively know that. Yet, what do you do?

It is likely you attempt to multi-task, as in the examples above. This makes you feel like you are balancing work and life quite well, and being highly productive – but if you ask your team, your spouse, or your children, what would they say? Do they have your full attention when you are with them?

The case for work-life separation.

There is great value in the ability to focus on life one area at a time, giving it full focus with maximum productivity. In times past, this was somewhat attainable. You may have worked late at the office on occasion, but when you left the office, you were generally able to leave your work. In this age of technology, however, the work is always with you.

It has come to a point of addiction.

How do you create work-life separation?

Following the example of a program to overcome addiction, you can take these steps to gain focus and create targeted success, not just in your work, but in all areas of your life.

1. PROBLEM – Admit you have a problem that is out of control.

For varying reasons, people get addicted to work. For some, it is the adrenaline rush of getting results. For others, it is the fear of what happens if they don’t work. As with any addiction, it is either driven by pleasure or by pain…and more often than not, either way, it ends in loss. Heart attacks, relationship issues, or loss of “self” are often the outcome. Executive burnout is an issue we often address in executive coaching sessions.

2. ASSESSMENT – Determine which 1-3 areas of your life are most out of balance.

Take a personal inventory – and be real about it. For each of the seven areas of life, give yourself an honest assessment – a rating on a scale of 1-10. Many draw this out as a “Wheel of Life” – and the end result is very unbalanced wheel. As a leader, you may be tempted to falsely inflate the wheel, but be real and honest in your assessment. As noted above, the first step to fixing a problem is to first acknowledge it exists. As you are assessing the problem in detail, ask yourself how your team, your spouse, or your children would assess you in the relevant areas.

Determine the top one to three areas that are out of balance, and ask yourself what one thing you can do to improve in each area. Set those as your next goals. This gives you one to three targeted goals that will have maximum impact. In addition, improving your top three areas often has a cascading and compounding effect on other areas as well.

3. VISION – Create a vision for where you want to be.

The key is to STOP. No, you can’t stop working altogether, nor should you. That creates its own set of issues. But stop long enough to reflect on where you really want to go in life. You’ve heard the old adage “begin with the end in mind.” It is wise advice, even today. What is the end toward which you are working? What does success look like to you – not just in one area – but in each area of life?

4. VALUES – Determine your values.

Values are the principles by which you live. They are bedrock. List your top five values. Literally, write them down.

5. ACTIONS – Decide what actions you will to take to live by those values.

Living by your values is key, but it doesn’t “just happen.” You must attribute actions to each value and do those actions daily.

For example, if one of your values is health, the action could be movement.

Thus, if you claim that health is a value to you, yet you never leave your desk or get off the couch to exercise in any form or fashion, you have either violated a value – or it is not a real value to you.

If you are doing something that violates any one of your values, you will feel stress, anger, or frustration. Pay close attention to those things that make you feel this way, and you will likely find a violated value at the root.

 

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6. HABITS – Replace bad habits with good habits.

Habits are essentially daily actions. Each day, you get to choose whether you will engage in good and healthy actions or bad and unhealthy actions. As Ralph Waldo Emerson said: “Sow a thought, and you reap an action; sow an act, and you reap a habit; sow a habit, and you reap a character; sow a character, and you reap a destiny.”

Are your daily habits – your repeated actions – based on values, vision, and your desired destiny? Your habits create your destiny. Are you making daily deposits toward the outcome you desire?

7. PLAN – Make a plan based on vision.

There are two ways to plan. You can start with all that is on your current to-do list and plan for how you are going to accomplish the items on the list; or you can start with a proverbial “zero-based budget” – a clean canvas – and create a plan based on the big picture first.

Start with vision. Where do you want to go, and how will you get there?

Then look at values – what daily actions will you take to maintain those values?

8. ACCOUNTABILITY – Finding a method to hold yourself accountable to your goals is imperative.

This can come in the form of your plan, a calendar, a timer, and someone who will serve as a partner in helping you reach your goals. This person must be objective – someone who will encourage your progress but also ask the hard questions when needed, someone who won’t let you give up on you. This is why successful people have coaches.

9. BOUNDARIES – Work-life separation requires boundaries.

You must first establish schedule boundaries – times when you will work, times when you will not work, and flex times when you will work if necessary. Communicate these to your team and to your friends and family.

Then…prepare to be tested!

Just as certainly as you set your boundaries, someone or something will push those boundaries. You must hold the line with rare exception. This may mean putting your phone in a lockbox at times, or having “digital detox” days. It may mean closing your office door to focus on projects, or turning off inbox notifications.

10. REVIEW – Review your progress regularly.

Consider your calendar, desk, and inbox. Is everything in those areas relative to your values, actions, and goals? Or do you see a lot of unrelated clutter?

Review your progress regularly to ensure your to-do list aligns with your values and priorities, and not those of everyone else.

As Jim Rohn so wisely noted: “If you don’t design your own life plan, chances are, you’ll fall into someone else’s plan. And guess what they have planned for you? Not much.”

If you have been struggling with work-life balance, join the crowd. It doesn’t exist. But the good news is, you can create work-life separation.

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.

What is the Something for Which You Have No Time?

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What is the Something for Which You Have No Time?

As an executive coach for leaders around the world, I have found one very common denominator when it comes to issues leaders face. That commonality is expressed as “lack of time.”

“There isn’t enough time to do all that must be done each day.”

“I don’t have time to exercise.”

“When do I have time to attend my child’s games?”

“I don’t have time for a date night with my spouse.”

“And I certainly don’t have time for planning and reflection.”

One of the most challenging aspects of business in this day and age is the “busyness” of it.

As one business owner recently stated, “If I worked 24 hours a day, every single day, it would not be enough.”

As a leader, you can burn yourself out and lose your health, family, and sense of self in trying to meet the relentless demands of today’s business world.

I know because I deal with this issue every single day as I work with clients.

As a coach, I am geared to ask, “Why?”

My clients have said I am an effective coach because I will ask “Why” relentlessly until I get to the real root of the issue.

Why?

Because getting to the root of the issue provides a point of actionable solution.

As I ask “Why” regarding this issue of lack of time, the conversation goes something like this.

“What’s the problem?”

“I don’t have time.”

“Why?”

“There are too many demands.”

“Why?”

At about this point, the lightbulb goes off…

“There are too many demands because I’m allowing something or someone else to determine how my time is used.”

The Real Issue

The real issue is not “lack of time” – we all have 24 hours in a day.

It’s not even “too many demands.”

The real, bottom-line issue is leadership. You are giving someone else authority over your most valuable commodity: your time.

How can you take back that authority?

  1. Set aside time for reflection and planning.

Just do it. Schedule it. Make it a firm commitment. If you catch yourself saying, “I don’t have time for that,” or “I will do that when I get these other things done,” break that pattern of thought. The fact is, taking time to recharge, reflect, and plan needs to be a first step, not an afterthought. I like to call it “Recess to Reassess.” This is about looking at your personal and professional life from a big picture vantage point, well above the day-to-day minutiae. It is a time for resetting the compass.

Taking time to recharge, reflect, and plan needs to be a first step, not an afterthought. – Dave Ferguson
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  1. Determine or re-affirm your priorities.

In coaching, we use the “Wheel of Life,” where we assess each area of life for balance. You know intuitively what areas are out of balance. Think about these areas, and assess them honestly.

Then determine what one thing you can do to move the ball forward in each area in the next 90 days. Put these objectives in writing.

If your wheel is extremely out of balance, ask yourself what one area, if addressed, would provide the most critical impact on other areas, and focus on that.

  1. Schedule your priorities.

In a previous article, we saw how the simple act of working out each morning positively affected one executive coaching client’s work productivity throughout the day. It directly impacted his health, while also improving his work, finances, and relationships with himself and others as he gained more self-respect, energy, and confidence.

I am often asked, “Dave, how do you run a successful business, but always find time to read on the beach or ride your bike several miles a day?”

The fact is, first I set aside time to read on the beach or ride my bike, and then I schedule my work around that time. Reading, exercising, and being out in nature are energizers for me. They give me the energy to do the work faster and more effectively.

Now, time being in limited supply, there are days where I take calls while doing these other activities. But these activities are a priority, so even on the busiest days, I make them happen.

As a coach, I often play the role of facilitator to “workaholics anonymous.” Just as working too little can be a bad habit, working too much can be an addiction. I can certainly help you kick these habits if you’re willing to get uncomfortable and take action.

  1. Declutter

Here is a key exercise. The next time you say, “I don’t have time” for something, take a scrutinizing look at that something.

Is it a priority? If so, then schedule it, or you will never “have time” for it. As they say, “Put your money where your mouth is.” If it’s a commitment, then act on it.

If it is not a priority, declutter it – delegate, defer, or delete. Yes, it’s that simple.

As I go through a decluttering exercise with coaching clients, I will ask, “Is this task worth (for example) $500 an hour?”

They often answer, “No.”

My response to them is, “Then why are YOU doing it?”

Whatever your rate per hour is, make sure your work is commensurate. Otherwise, you are short-changing your organization and yourself. If you have ever found yourself spending frustrating hours editing a Word document that an assistant could have done in 15 minutes, you are not offering the highest value to your organization. You have a talented team. They do things you can’t do well. Allocate resources accordingly, and stay focused on your priorities as they stay focused on theirs. There are compound benefits to this.

  1. Recalibrate

Like tires on a vehicle, the wheel of life can get out alignment. Flat spots develop due to excessive wear in a certain spot. It happens.

This is why it is essential to cycle through these steps on a regular basis, and I recommend a monthly time for refocusing on the big picture of your life and business. This helps you to recalibrate and realign your life in terms of priorities and not demands.

There will always be demands. You can spend your life chasing them, or you can determine your priorities…and lead. The choice is yours. The results and rewards are also yours if you choose well.

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.

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