Building Archives • Living to Lead

What Will You Subtract This Year?

January 9, 2019 By Dave Ferguson Leave a Comment

Back in the 1990’s, it was all about “collecting.” Baseball cards, toys, coins, comic books – you name it. If you had an interest, there was a “limited edition” just waiting for your purchase. This ran in tandem with a housing market where people were leveling up to bigger and better houses. All these things also elicited another big increase – a sinister side effect that eventually came back to bite us economically – and that was the level of consumer debt.

As with all things that fall prey to a frenzied pace, there came a time of rebalancing. It was ushered in as a housing bust. Suddenly, the market had an influx of expensive houses full of expensive collections that no one was buying.

Then came a new generation whose interests were more in the range of “tiny houses” and minimalistic lifestyles, and where now older and wiser Baby Boomers were seeking to downsize in similar fashion to their younger counterparts.

A similar frenzy occurred in the internet world as well. The frenetic pace of internet marketing coming at the average consumer from every conceivable angle reached a peak. As in anything, there is a need for balance.

And today, people are seeking that balance – in their work, personal development, relationships, finances, and health.

As a coach, I work with leaders across many demographics, across the country, and around the world. And in each case, the reason we work together is to identify those areas of imbalance and make the needed adjustments.

This may be the worn-out executive who is weary of the financial responsibilities that come with keeping a company profitable and making payroll week in and week out in a highly competitive marketplace.
This may be the entrepreneur who has hit the wall on capacity and is fast becoming a victim of his or her own success.
It could be a leader who has climbed the ladder of success only to realize it was the wrong ladder for them.
It could be a very successful leader who suddenly finds themselves in need of a new challenge, a retreat, or a combination of both.
Often, it is a leader who has devoted so much to a successful career that their health and relationships are in jeopardy.

The point is, leaders are people, too. They push too hard, strive for too much, and, yes, even leaders need to take the time to declutter some part of life and work and do some rebalancing.

And so, as we begin a new year, I challenge you to consider where you need to recalibrate.

I am not going to challenge you to take on new initiatives and new endeavors – not yet. Not until you have first considered what you are NOT going to do this year.

Ask yourself, “What do I need to release this year in order to gain margin for the things that matter most to me?”

Here are some considerations for decluttering.

1. Work

Are you finding yourself working all the time? Do you stay late most nights, work weekends, catch yourself checking email in the middle of the night? This level of work will crowd out all other areas of life if you let it. I know, as I spent my many years trying to do it all as well…until the day I got a wake-up call regarding my health. Don’t wait until you hit that wall. Set boundaries for yourself regarding work.

And, by the way, do your team a favor, and don’t email them in the middle of the night, on weekends, and at all hours. Be respectful of your time and theirs.

2. Volunteer Work

I am a major proponent of giving back and supporting my community. But ask yourself if all the obligations you have make sense for you. It is easy to fall victim to volunteer overcommitment. Does the volunteer work fit your values, your schedule, and your passion? Then by all means, continue.

But if those volunteer opportunities have simply become a source of dread, with no purpose behind them, then it may be time to do some shifting. The fact is, organizations are best served by those who have the passion and resources to do the work well. If you can’t be that person, allow someone else to take your place who can fill that role with passion and purpose.

3. Screen Time

Nothing has had more impact on society in recent years than screen time. We are bombarded everywhere with screens – tablets, TVs, mobile phones, movie screens, digital signs and billboards, and JumboTrons™.

According to a shocking study by Nielsen, “American adults spend over 11 hours per day listening to, watching, reading or generally interacting with media.”

The greater impact may be what we are missing during those 11 hours each day. What could you do with 11 extra hours a day? Think about that.

While all our devices and even social media have some benefit, I challenge you to see if you are gaining 11 hours’ worth of benefit from them each day. If not, it may be time to set some limits. Don’t miss the game by giving all your attention to the JumboTron™.

4. Meetings

Teamwork is important. Communication is essential. But ask yourself if you are having meetings that do not result in actions taken, problems solved, or goals determined. If meetings are needed for a specified purpose, then, meet. But if they are simply obligatory because they are on the calendar and have become routine ruminations of the same weekly cud, it may be time to seek more productive endeavors.

Click here for some additional ideas on ways to have productive meetings.

5. Projects

For many of us, activity is key. Idleness is a function we avoid at all costs. But activity is not the same as productivity. If you are always moving, pushing, and ideating, it may be time to stop for a bit and just “be.”

This is another leadership lesson I have learned through the years. You may observe I spend regular time at the beach. This is my time to “be.” During these times, I am giving my mind time to reflect and recharge. It is often during these times of “inactivity” that ideas come, or resolutions present themselves.

Ask yourself if all the projects currently on your plate are the right ones for you at this time. Or are they simply ways of keeping yourself busy?

When you focus in on the one to three projects that will get you to where you want to be, you have a greater chance of success. When you focus your activities on that narrowed field, you can reach your goals. And when you schedule fewer activities on your calendar, you can, ironically, accomplish far more than you imagined.

It may come as a welcome relief to many to have read an article about “less” in a world that constantly demands “more.”

What will YOU subtract this year?

—

Here is a complimentary tool to help you narrow your focus…and broaden your success.

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.

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.

An Often Overlooked Goal Strategy: Choose Your Words

February 21, 2018 By Dave Ferguson Leave a Comment

You have made goals. Now comes the time to execute those goals.

Whether it is a health goal, a relationship goal, a career goal, or some other goal, the process is similar. You have an aspiration. Now you must execute.

Taking a step back, consider what you need to do to achieve those goals.

There is a standard list of project planning steps we all know: set realistic goals, make a plan, build in feedback loops so that even a lofty goal has reinforcing achievements along the way, etc.

These are all critical. It is likely you already do most of these based on experience.

There is another subtle – yet critical – issue you should consider as you pursue your goals: consider your choice of words.

Have you ever noticed how you are describing your goals? Are you using passive words? Why does it matter?

When I coach leaders with regard to their goals, they often speak of what they want to achieve using terms such as: wish, would, could, like, if, and maybe.

“I would like to increase sales by 25%.
“I wish to become successful in 2018.

These are not goals. They are expressions of uncertainty.

When spoken or considered, these expressions further reinforce uncertainty.

If you want to achieve your goals, you cannot be in the business of wishing. If you want to be successful, you must speak with conviction. Using action words shows confidence and determination.

Action words like “want,” “will,” and “can” show intentions of taking action.

Think for a moment. What makes you trust and believe in someone you really do not know? Consider successful sales people. What kinds of words are they using when speaking to you and getting you to buy from them? Are they passive or active words?

People buy from people they know, like, and trust – and people who can who speak confidently about their product.

Consider their mix of topics:

How much time are they reinforcing your relationship with them?
How much time are they educating you on their services?
How much time are they selling you on the advantages their offer provides?

Chances are, they are speaking with confidence in each of these areas.

You may not be in sales. Your goals may be in a completely different area, but the same principle applies. Stop and consider how your choice of words influences not only other people, but yourself.

Using active words will show others that you are confident and mean business.

Those same word choices are also key to convincing you to make the changes necessary to achieve your goals.

The Starting Point of Leadership

February 7, 2018 By Dave Ferguson Leave a Comment

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.

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:

4 Steps to Create a Robust Work Regimen

January 3, 2018 By Dave Ferguson Leave a Comment

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

You do not need to be a morning person to be a good leader.

There are plenty of people who don’t rise before the sun, and yet manage to build empires. What they do have in common, however, is diligence.

Creating a work regimen is simply about habits. These are the small acts you perform throughout your day that help give you structure. This structure is what helps push us through the trying or mundane days (we all have them) and pushes us toward success when we lack the extra drive ourselves.

In short, crafting a work regimen will make you a more productive leader.

“But Dave, I have no idea where to start…”

I can’t create the perfect work regimen for you because successful habits are deeply personal. But I can offer up four important steps to creating one.

The Work Regimen

Step One: Always look ahead

Assess your schedule and to-do list at the beginning of each day. End each day by looking forward to the next. This should take 10 minutes tops. Surprises upset most of us — this is a sure way to head off the unexpected.

Identify the one task or project you want to complete most every day and block off your most productive time for this task. This ensures you will end most days feeling productive.

Step Two: Write things down

Whether you prefer a digital app to organize your to-dos and personal notes or you are more of a pen and paper kind of person — I promise you that writing things down will only make you more productive and accountable.

Don’t be afraid to be creative with it! A simple checklist may be the perfect option for you. Or you may find that a concept map is more effective. The point is that we don’t always know what’s best for us, and so it is important to try different things until we find our optimal solution.

Step Three: Make it work for you.

You can’t just adopt someone else’s regimen lock, stock, and barrel. Just because a habit works for a colleague or mentor doesn’t mean it will work for you.

By all means, take suggestions from these people in your life. And try them out — but without expectation. Point is, we are all different. Make sure your work regimen is yours.

Step Four: Give it time.

By definition, a habit is a behavior practiced over time. Your ritual will take time to establish. Be kind to yourself, and don’t get discouraged by slip-ups.

Remember, it is important not to try to overhaul your life all in one day. Like any other healthy change, it takes time in order to stick! But once you settle into your work regimen, you will find that it is much easier to handle menial tasks on autopilot, attack important tasks with focus and solve problems with creativity.

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.

Playbook for Setting and Achieving Professional Goals

December 20, 2017 By Dave Ferguson Leave a Comment

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

Setting professional goals is generally never a problem for people. The majority of people aspire to do better and achieve more. They set goals for who they want to be as a leader, how their businesses should ideally perform, and the next steps for their professional careers.

Setting professional goals for a successful year is not the problem.

The difficult part is reaching them.

This lies in the execution. A gap exists between the planning and the executing. Professional goals can be frustrating for many people because they don’t understand why they can’t seem to reach them.

They are successful. They are driven. So what is the problem?

The answer normally lies in some combination of stress, motivation, and accountability. Any one of these things, if allowed to take over, can derail you from making progress toward a goal.

Fortunately, I have a playbook for alleviating this three-headed, goal-killing monster.

Break professional goals down into smaller pieces.

We are guilty of setting mammoth goals. If this sounds like you, understand that large goals are not achieved in one fell swoop. Breaking your goals down into smaller, more manageable pieces allows you to “cross it off” — which in turn allows you to feel the progress you are making.

Start breaking down larger goals by looking at them from the end. Work your way to where you are now. By logically working backwards you can obtain a better perspective of what you need to do to make your goal achievable, and set a plan of tasks accordingly. This will also help you create a timeline — if reaching your goal by a certain date is important.

Write down professional goals.

I talk all the time about the value in writing things down. Your goals are no different than your daily to-do list. If you don’t write a task down, it is less likely to get done. Period.

Writing your goals down also helps give them life; it makes them feel more real. Write your goals down, not in a manner or location that suggests they are something “to do,” but as inspiration — to remind yourself on heavy days what it is you are working toward.

Make your professional goals specific.

Another mistake people make is setting goals that are too broad or vague. To work toward a goal, you have to define the outcome and how you will achieve it.

If you have a hard time defining your goals, it’s a sign that you don’t understand them or don’t have much excitement for them. This combination will severely affect your commitment to seeing them through.

Share your professional goals.

One of the most significant issues in not meeting goals is accountability. Turns out, we are horrible at being accountable to ourselves. The good news is, we don’t necessarily have to be. By simply sharing your professional goals with others, you increase your external accountability.

Not only will you have someone (or more than one someone!) inquiring how it’s going, but you’ve invested in your future goals. Colleagues, peers, and mentors offer invaluable outside perspectives, and may see possibilities that your proximity blinds you from. This investment will provide not only motivation and accountability, but revive your excitement in your goals.

Understand your obstacles.

Identify any roadblocks in your way! Performing a “Check up” on your goals is an effective way to reveal any obstacles that might be between you and your professional goals. You may find that the obstacles in your way do not directly relate to the goal specifically, but rather in some form of the aforementioned three-headed goal-killer: Stress, motivation and accountability.

Cut this monster off in its tracks before it has time to attack. Success will be yours in no time. Once you master this cycle, it becomes easy to duplicate. Implement it for the year, and keep me posted on how you have eliminated the gap between the planning and execution of your professional goals.

And today, people are seeking that balance – in their work, personal development, relationships, finances, and health.

Ask yourself, “What do I need to release this year in order to gain margin for the things that matter most to me?”

1. Work

2. Volunteer Work

3. Screen Time

4. Meetings

5. Projects

What will YOU subtract this year?

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.

Taking a step back, consider what you need to do to achieve those goals.

There is another subtle – yet critical – issue you should consider as you pursue your goals: consider your choice of words.

These are not goals. They are expressions of uncertainty.

Action words like “want,” “will,” and “can” show intentions of taking action.

Consider their mix of topics:

Using active words will show others that you are confident and mean business.

Those same word choices are also key to convincing you to make the changes necessary to achieve your goals.

This is the foundational rung of leadership.

Fast forward to the workplace.

How can you be a good first-rung leader?

1. Create a strong business that supports the team.

2. Create a strong team that supports the business.

The Work Regimen

Step One: Always look ahead

Step Two: Write things down

Step Three: Make it work for you.

Step Four: Give it time.

Fortunately, I have a playbook for alleviating this three-headed, goal-killing monster.

Break professional goals down into smaller pieces.

Write down professional goals.

Make your professional goals specific.

Share your professional goals.

Understand your obstacles.

Quick Links

Dave’s Recent Posts

Schedule a Consultation