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The Tripod of Success

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The Tripod of Success
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Featured article by Dave Ferguson in CEOWORLD magazine. Reprinted by permission.

Several years ago, a movie called “The Pursuit of Happyness” debuted. It was based on the real-life story of Chris Gardner, a highly successful businessman who was once homeless.

It compellingly shows how one man and his young son went from sleeping on the floor in a public restroom to living a life of greater comfort, security, and success.

How does someone go from such dire straits to high levels of success?

It boils down to the tripod of success.

  • Attitude
  • Motivation
  • Willingness to learn and do the work

Chris had the tripod.

Was life hard? Harder than most can imagine.

Were the odds against him? Indeed, they were.

Was his dream nearly impossible, given his situation? Most people would say, “Yes.”

But Chris was incessantly driven to get back up every time life knocked him down.

Driven from within by a “never-give-up” attitude; and motivated from without by the desire to give his son a better life, Chris walked up to a highly successful businessman and point-blank asked him how he got there.

The man was taken aback. No one had the nerve to ask him that question before. But it got his attention, and in a good way.

One thing led to another, and Chris worked his way into becoming a highly successful businessman, too. There were nights he and his son slept in homeless shelters or on a public restroom floor, but he showed up for work each day, nonetheless.

His is one powerful story of how attitude, motivation, and a willingness to learn and work can change a life trajectory; and, what’s more, a family’s legacy.

People often say they want a better life for themselves and their families.

They are tired of just getting by in their career or business. Unlike Chris, they may live in nice houses and drive expensive cars; but underneath it all, they know they are just a few paychecks from homeless. Or maybe they are doing well, but dependent on one company or one client for the support of their family.

Think about that.

Does the thought concern you?

It should.

It is wise to diversify – not just your stock portfolio, but your income streams. This doesn’t mean you have to work 80 hours a week, either.

What would it mean to you to have the security of an additional income stream?

What would several income streams provide in terms of freedom and opportunity?

Conversations reveal that most people are concerned about the limits on their income from a job that may or may not exist for them tomorrow – and the limits on their freedom if it does.

There’s a better way.

Those same conversations also reveal key indicators for whether or not they will succeed. This is where the attitude surfaces, and attitude is a key indicator.

“Teach me how, and I will do this!”

“I will do whatever it takes because this is important to me and my family.”

OR

“I need more income, but…”

“I want more freedom, but…”

These are clear indicators.

Surprisingly, many argue against the advice they have requested, saying it won’t work for them or they are too busy (or any number of other excuses). It would be like Chris Gardner asking the stockbroker how he got to where he was and then…walking away.

In two words, that is MISSED OPPORTUNITY.

There is a tripod of success, and it is this.

Armed with these three powerful tools, Chris Gardner created a brand-new life.

And, by the way, so can you!

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 Starting Point of Leadership

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The Starting Point of Leadership

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

“Because I told you so.”

Chances are you have either heard it or said it sometime in your life.

It is usually uttered by the exasperated parent who has been barraged with a few too many “Why’s?”

  • “Why do I have to do my homework?”
  • “Why do I have to clean my room?”
  • “Why do I have to follow these rules?”

And the infamous words are uttered…”Because I told you so.”

This is the foundational rung of leadership.

It says, “You are expected to follow me because I am your parent. I am appointed to put a roof over your head, ensure you are educated, and keep you healthy and safe.”

This first rung of leadership is critically important. You are meeting the needs of those entrusted to your care. It may not always be easy – and they may not understand many of your decisions – but it is essential for their well-being that this foundation be established.

Fast forward to the workplace.

These same “Why’s” surface there as well. Those who report to you may not be saying it, but they could be thinking…

  • “Why do I have to do this work?”
  • “Why do I have to clean up this mess?”
  • “Why do I have to follow these policies and procedures?”

And your answer, in some form or fashion, comes out as “because I told you so.”

It is your way of saying you don’t have it all figured out yet, but you realize you are responsible, at least in part, for the work and welfare of your people.

In time, as you ascend the ladder of leadership, you will add layers beyond these basic tenants. But as a first rung of leadership, it is important that you build upon this solid foundation.

How can you be a good first-rung leader?

At this foundational point, you have two vital responsibilities.

1. Create a strong business that supports the team.

This is about fiscal responsibility. It is about building and growing a business while also battling to protect the bottom line.

As a leader, you must take these two areas of responsibility seriously. Too much growth, and reserves will be depleted. Too much protection, and you lose innovation. A healthy business that serves its clients and supports its team has a leader at the helm who is building and battling.

Several decades ago, the leaders of a major corporation failed to follow this principle. At a time when raw materials were high, they chose to manufacture a major quantity of product using those raw materials. This was also the time when they were in a major building campaign and implementing a corporate-wide software system that was not fully vetted. They were growing in many directions.

But in order to fund the growth, they failed to fund the necessary repairs and improvements to keep the manufacturing facilities in compliance.

As a result, the product sat in warehouses, priced too high to sell; the facilities were levied with millions of dollars in fines; and the costly software experiment resulted in the loss of millions of dollars.

In the end, the multi-million dollar new office building was sold for pennies on the dollar, and thousands of employees lost their jobs.

Be a leader who builds…and battles. Create a business that supports your people.

2. Create a strong team that supports the business.

As a first-rung leader, those who report to you may not know you well. They may follow your leadership, not because they want to, but because they have to. This is normal for a first-rung leader. But that doesn’t mean you can’t lead well.

The key is to be authentic. If you don’t know the answer, don’t be afraid to let your team know…and then go and find the answer.

Listen to your people. Listen to their needs and ideas. Communicate with them according to their style. Let them know that, although you may be new in your position, you take the responsibility of creating a team that creates a strong business seriously because, ultimately, it supports them.

It is not about you. And though you may have them, it is not about your insecurities. It is about reaching a common goal that serves and supports the clients and the people who serve in your company.

If these two things are all you do as a first-rung leader, you have set a solid foundation for yourself and your people. In terms of the 11 Essential Needs of Employees, you have met their first need. You are able to reward them for their work. They, in turn, will reward you with their trust.

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.

For more tools to help you grow as a leader, click here for my Recommended Reading List. For new leaders, here’s a great place to start:

Dave's Recommended Reading List

A Lesson in Effective Executive Leadership

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A Lesson in Effective Executive Leadership

The Difference Between Failures and Mistakes

To put it simply: A mistake is an action while a failure is a result of an action. Mistakes are errors that can be corrected, but only if knowledge is truly mined from failure.

One of the biggest mistakes I see clients make is never trying. When clients say to me, “I’m just not sure of the outcome,” I immediately see that fear is taking control of their mindset. They are thinking: I could lose. They need to think: I could win.

These clients don’t need to be talked through their fear, but rather taught how to talk themselves through it. As a culture, we are obsessed with outcome. However, in order to grow as a leader, we should instead focus on process.

MISTAKES AS A BADGE OF HONOR

It is human nature to be embarrassed by our mistakes and want to minimize their exposure. Right after making a mistake is when most of us have felt — myself included — like a “do-over” button would be the greatest modern invention. However, by telling the truth and being transparent, we allow others to truly see who we are. This helps us shed feelings of embarrassment and embrace opportunities to grow.

We should embrace mistakes as part of the leadership process. This is not to say you should ignore outcome completely. If negative outcomes occur again and again and establish a pattern, it could indicate a hitch in your method that you aren’t correcting.

A mistake is a signal both that you’ve attempted something new and that you’ve made an error along the way.  You have channeled your inner Thomas Edison and found yet another way not to make a light bulb. Congratulations! Now, alter your process and try again.

FAILURE AS A LABEL

One of the most harmful actions a person can perform is to label themselves as a failure — even on a subconscious level — because of a mistake. Failure is tricky business because it is often dangerously regarded as an integral marker of a person’s personality in the same way a person could be called any number of attributes, such as flighty, lazy, generous, kind, or optimistic.

If you stop and really think how often — and quickly — we describe ourselves as “good” or “bad” at a given task and assign labels to that failure (or success), it is astonishing. As much as we are a society focused on outcome, we equally focus on measuring said outcomes into quantifiable data.

You are an advanced learner. You register in the 98th percentile. You are labeled “behind” because you need a bit of extra help in a certain area.

Most labels are, in fact, gained through comparing ourselves to others. This comparison can lead to many of us to never developing our skills over time, or being too afraid to try because these labels get in our heads.

This is related to what I call the “Scale of Life.” Every great act you perform as a leader is measured by a grain of sand on one side of the scale. On the other side of the scale are grains of sand representing mistakes. The moment you allow fear to take over action, a cement block is placed on this side of the scale. This cement block represents fear and it will win every time.

You must believe that you are capable of succeeding. Are you giving yourself a chance at greatness?

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

9 Ways to Deliver Customer Service Fireworks

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Promise Sizzlers and Deliver Fireworks

Think back over the last few days. Do you recall receiving great customer service from anyone?

Did you receive a prompt, friendly greeting by someone who showed they cared about your needs? Did someone deliver what they said they would deliver? Was there a cashier who thanked you for your business? Did a contractor show up on time and finish on schedule?

Leaders often fail to realize the impact of customer service on their business. Done well, it creates an outstanding company. Done poorly, it can be detrimental.

The often-heard statement, “We provide customer service excellence,” sounds great, doesn’t it?

We hear it all the time from companies and people. It’s in their promotional materials, their mission statements, and on their websites. They say it, and often advertise it right behind their so-called “service” counters.

But as the saying goes, “Actions speak louder than words.”

Outside a few rare exceptions, the best customer service we get these days is a flickering sizzler. It is time for some fireworks!


Here are 9 tips on how you as a leader can put the fireworks back into your company’s customer service.

These tips apply to anyone at any level who deals with the customers and clients of your business – either directly or indirectly. In fact, they apply to everyone.

  1. The right customer service attitude is critical.

As the leader, you have to set a great example when it comes to attitude. Choose to be positive all the time, and decide that you and your team will deliver customer service passionately. Ensure that everyone at your company is doing the same…not just when they feel like it, but with every single customer interaction.

  1. Don’t try to seduce prospects by over-promising goods or services to them.

When you do this, you open yourself up for failure. You should set realistic expectations, and give yourself some freedom to adjust where necessary. Deliver what you say you will…or more. But never less.

We’ve all heard the old cliché, “Under-promise and over-deliver.”

We tend to want to promise prospective customers more, so they feel the value. We also enjoy over-promising to make ourselves feel more valued. When you under-promise, you have the opportunity to continuously impress your client.

When you over-promise, you can potentially stress yourself out and look desperate. Even worse, you could appear to be a liar.

The great Henry Ford once said, “You can’t build a reputation on what you’re going to do.”

If you agree he was right, let’s agree we should build our reputations and relationships by what we actually do and how we deliver.

  1. Keep your word, but don’t make it your motivation to deliver.

Deliver because you should! If you are one of those people who is always in “promise mode,” slow down, and consider some other options.

  1. Don’t let “busyness” drive your work style.

Put nothing in front of providing the best service possible. Many people try to show people how important they are by how busy they are. Manage your workload, and use effective time management practices, but don’t be an expert in “busyness.”

  1. Deliver to your customers because you have the passion to do so.

Don’t do it just because you said you would. It’s very easy to spot someone who is just going through the motions. Today, people want to work with people they feel are truly engaged in the service or product. If you don’t enjoy what you’re doing, find something to do that you can enjoy.

  1. Be creative and grow with the client.

Go in with the attitude that what the customer or client asked for is just the beginning of the relationship. This creates an opportunity for both of you to evolve. At the least, you will have a loyal client; but likely you will get additional business by their referrals.

  1. Keep your customers informed.

If you are running behind schedule because you see something you can do for them of added value and you need more time, let them know. They will both understand and appreciate your efforts.

  1. Deliver something extra.

Without asking if they need it, deliver an extra WOW! What happens beyond the agreed-upon deliverable is what makes the real customer service difference.

  1. Create your own style and deliver your product and/or services uniquely.

Wrap your services in nice packaging and top if off with a bow! The extra touches distinguish your company from the myriad of others out there who do what you do.

Today, there are many leaders trying to grow their business through desperate measures. They will put down the competitors, over-promise, cut their prices to the slimmest margins, and quite frankly, lead prospective customers on. It’s a race to the bottom of the barrel.

If you stay clear of these mistakes and move forward with the techniques described above, your business will stand out from the crowd, not only today but for the long run.

After all, customer service is about building customer relationships, and a good relationship builds a loyalty that keeps the customer coming back.

As a leader, you must set the standard and keep your finger on the pulse of customer service. It is the lifeline of your business.

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

 

The High Cost of Fence Sitting

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The High Cost of Fence Sitting

In a previous article, we talked about the painful causes of fence sitting.

Now let me ask you a question that I’ve asked several leaders before: “If you are sitting on the fence right now, is it causing you enough pain yet?”

Have you ever thought of what procrastination has cost you and what it could cost you in the future?

Let’s shed some light on a few of the actual “costs” to us when we decide to tell ourselves that doing something other than what we should be doing is smart. Considering the costs will help us find ways to move beyond procrastination and its consequences.

Here are just a few of the costs of fence sitting, otherwise known as procrastination.

1. Procrastination can take a potential problem and make it a crisis.

Have you in your company ever put off a maintenance issue or needed upgrade, only to have it creep up later as a large-scale issue (or emergency) with considerable added cost? Have you ever run out of gas because it wasn’t convenient to stop for gas when the light first came on? Did the first example empty out critical funds, while the second example made you late for an important meeting

Be the kind of leader who takes care of problems before they become crises.

2. Procrastination can hurt people.

If you have a partner – or partners – in your business, laziness can ruin the partnerships. When one person believes they are doing more than the other, issues start to arise. If one partner is lazy or angry, it is almost impossible to make a critical work. Many business partnerships are rooted in critical . It is a harsh fact, but in most of these cases, both partners knew exactly what needed to be done to make things work, but they did not exert the necessary efforts to change.

Be a leader who works hard, and create a team who does the same.

3. Procrastination wastes opportunities.

Sometimes opportunity knocks, and no one is home. We can be so closed off to opportunity that we never get a chance to take advantage of it. Look around you. You already know people who took advantage of opportunities. They are often called “lucky”. The fact is, “luck” is often the result of taking action when others just sit on the sidelines. Wayne Gretzky said it well: “You miss 100% of the shots you don’t take.”

Be a leader who actively seeks opportunity and shoots for the goal.

4. Procrastination sets a bad example.

As a leader, you set an example. It can be a good or bad example, but you do set an example – for your peers, your employees, your family, and your community. Procrastinating leaders set the example of fear, anger, laziness, and indecision. They fail to discipline themselves and therefore cannot create discipline and action within the organization or in the other areas of their lives.

Be a leader who sets the gold standard in each area of your life.

It has been said that actions have consequences. Inaction has consequences, too. As a leader, your action – or inaction – can mean the difference between a great result or a serious crisis. Don’t pay the high price of fence sitting.

Dave Ferguson is “The Leaders’ Coach”, an internationally recognized executive leadership coach, speaker, facilitator, and author. For help in getting off the proverbial fence and on to success, “ASK COACH DAVE” at 704-907-0171 or at Dave@AskCoachDave.com.

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