Executive Leadership Archives • Living to Lead

Six Ways to Effectively Lead Millennials

April 18, 2018 By Dave Ferguson Leave a Comment

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

Not a week goes by that I’m not asked the question, “How can we lead these millennials?”

I am to the point now that I generally just laugh at first and then quickly answer, “You lead them like you lead others.”

That usually gets me a blank stare and then some form of a follow-up question that usually starts with, “But…”

Sure, there is much chatter. And there are a lot of social media posts about this generation. But have you ever thought for a minute that maybe, just maybe, the only difference between this generation and the one you are from, is the media exposure?

Have you ever considered that it is all just blown out of proportion?

I work individually with several successful millennials, and I can tell you firsthand that I lead them the same way I lead everyone else.

Here is how you can lead millennials well.

1. Recognize that leadership is a priority for you, your team, and your organization.

Work on self-awareness. Choose to be a leader rather than a boss. Develop your own Leader’s Creed or simply use mine. If you set the standard for good leadership in your organization, your team (from millennials to baby boomers) will respect and follow your lead.

2. Engage and connect with your team.

Ask more open-ended questions and (this is key)…listen to what they have to say. You may actually learn something from their perspective, and especially as it pertains to automation, technology, and innovation in the workplace.

Get to know them better than you do now. Learn their interests.

Find common ground. For example, millennials tend to be very much about purpose. If you have ever talked to someone in their forties and fifties – and if you listen closely – you will hear the same desires for purpose in their work.

Find out what they truly value in life. Every person has a “why.” If you as a leader know the “whys” of your people and help them work based on those, you will seldom have motivation issues with your team. A good “why” is the best motivator.

Help them not only connect with you, but with the vision of the organization. Take them beyond the individual level to the level of higher and greater purpose. Being part of team with a clear and unified goal bonds individuals into one highly cohesive and very effective whole.

Make them feel like part of a team…because they are. It is important that each team member recognize value in their fellow team members. No matter what generation each represents, they bring perspective and ideas that are unique to them and valuable to the organization.

Be caring, but disciplined. It takes both to be a leader. Leaning too far in either direction yields the same lack of results.

As Teddy Roosevelt is credited to have said, “People don’t care how much you know until they know how much you care.”

Ensure that your discipline is done because you care. Your people will more readily accept it, knowing that you are only seeking to help them grow and be the best they can be.

This balance is a major difference between being a boss versus being a truly effective leader.

3. Drive results.

Teach, and show them how to drive results with you, not for you. Be a results-driven leader, and you will attract other results-driven people.

Set goals with them. There are instances where they may inspire your team to set higher goals than they would normally consider because they are accustomed to striving for higher levels in sports and technology, for example.

Develop strategies together. This is a great exercise for broader perspectives to combine forces. It often lends to new and fresh ideas for how to reach the goals you have set.

Celebrate successes and milestones as a team. When your team works well together and reaches a goal, every person wins.

Download and discuss your failures. This is a major lesson for those just starting into their careers. It lets them know that failure happens, that it is okay to fail because it means you have tried to do something. And if it doesn’t work, you talk about it, learn from it…and grow. In fact, and we can all attest to this, some of our most impactful life lessons have come from failure.

4. Develop others.

Make it your personal mission to help them develop as leaders. Lead by example and let them do the same. Invest in their development. Learn together, grow together, and create an environment that is a leadership development machine.

At some point in your career, this facet of developing others will become the most meaningful part of your legacy. And the good news is, you can start to build that legacy today. The opportunities abound.

5. Advance the vision.

Include them in conversations about where the company or department is heading. Ask them for ideas and suggestions. Let them know you want them involved in advancing the vision, through forward thinking and strategies.

This inclusion has manifold benefit: they will feel valued, secure, and purposeful in their work if they can see the greater good that will come of it.

6. Legacy

Most people think about family when they hear the word “legacy.”

And while family is usually our most impactful legacy, we also have an opportunity to leave a legacy to those with whom we work on a daily basis.

The fact is, you are going to have a legacy; why not make it one that speaks to developing current and future leaders?

When extensive training for leaders and teams is needed, an extended leadership program will give you and your team time to learn new principles, apply them in the workplace, and then review and refine for best results.

Living to Lead offers an innovative new option where you as a leader can lead your team through a 16-week leadership training program. We provide the tools you can take to your team for learning and application. With this option, you are learning and developing your leadership skills right along with your team. This gives you a chance to get to know your team and generate real solutions and ideas for your business.

To discuss and determine the type of leadership training and team development options that best fit you and your team, feel free to contact me at livingtolead.com/contact.

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.

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.

6 Attributes of Successful Introverted Leaders

November 29, 2017 By Dave Ferguson Leave a Comment

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

“Introverted” and “successful” are often thought of as antonyms. This is flawed thinking!

Introverts have a unique and strong leadership style, but may not feel like leaders in a culture that rewards charisma and confidence.

As an extroverted person, I am the first to say that there are many things we can learn from introverted leaders. They claim their success with a quiet strength — proving they have resilient qualities to offer the most challenging of corporate work cultures.

Here are 6 attributes that make introverted people successful leaders.

Introverted leaders excel through small teams and one-on-one communication.

Have you ever watched an introverted leader handle a challenging situation? They are steady, unmoved, and consistent. They resolve conflicts in concise, straightforward ways without putting people on the spot or making others feel ostracized.

Because of how they handle these types of interactions, introverted leaders can learn more about those they work with, and they can engage in constructive criticism more productively.

Introverted leaders are exceptionally strong at mentoring because they easily establish deep, genuine connections.

Introverts are driven, goal-oriented, and follow-through on their commitments.

This makes them great role models for others. They are also great listeners and are often naturally empathetic. This sense of putting people before pride is an invaluable characteristic that not every leader possesses.

Introverted leaders are more apt to listen to others and have a greater sense of self-awareness.

Introverted leaders consider what other people are saying more carefully, and reflect on what has been said. This results in a thoughtful, provocative response.

In team meetings, the silence that is created from listening often provokes more ideas to surface. A thoughtful comment can bring focus to an idea or move the team in a new direction.

This self-awareness not only applies to work culture, but translates into knowing how to take the long view; they can focus their energy on the big picture.

Introverted leaders are invested in the 10-year goal. They are drawn to creating deeper connections with those who can contribute to those goals.

Introverted leaders are driven to achieve and like to know what they are working towards. They can also impress this focus on company goals and values to those on their team.

Introverts are less likely to assign blame.

Their reflective nature tends to make them better problem-solvers, so they will focus more on a solution over how a problem was created. They are also less likely to take credit for an idea or solution; because the end goal is their main focus, taking credit for every step made seems redundant and unnecessary.

Introverted leaders are more apt to have a “growth mindset.”

Introverted leaders have had to succeed and make their presence known among a workforce dominantly comprised of confident, vocal, and incredibly social extroverts. They understand deeply that a person can get better at something rather than just accepting a situation as stagnant.

Introverted leaders must work harder at in-person networking than extroverted people. They recognize that they get better at it with practice and by putting themselves in more networking environments.

This growth mindset is a focus on striving to be better — which is inherent to success.

To learn more about working with introverted leaders – or being one – enter your information below for your free Emotional Intelligence Infographic.

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.

Time Stress? Ask Yourself These 7 Questions

November 1, 2017 By Dave Ferguson Leave a Comment

This article starts with a compelling challenge…

Consider your to-do list for a given week and the following weekend.

Did you leave the office on Friday afternoon feeling good about what you accomplished from your list that week?

Did you feel that, by the time you went to bed on Sunday night, you had achieved all you needed to that weekend?

Most people would answer “no” to both.

Most people live in reactive mode at work, as well as in their private lives.

We let things happen to us. At work, we respond non-stop to things that come at us such as IM’s, emails, voicemails, and invitations for meetings. At home, we are often driven by the constant rush of whatever family life may throw at us.

The fact is, our work and private lives merge: one affects the other.

Feeling stressed in one part of your life will carry over to the other. When we live in reactive mode, we have the feeling of always trying to catch up. We may feel that we are a step or two behind. We may not even have a list to prioritize. Even worse, we may feel that we are not able to be successful.

Take a moment and answer the following questions:

Are you truly in charge of your life?
When was the last time you reviewed your professional and personal goals?
Are you living a life of being proactive instead of being reactive?
Are you able to focus on what is important to you?
How would you feel if you could live a life of focusing on what is important to you, reaching your goals and living in a proactive matter?
Are you truly living a life where you are the best version of “YOU”?
How different would your life be?

When we start focusing on what is important, we become more productive, more successful, and find that we achieve a greater level of happiness at work, as well as in our private lives.

How do we do this? Time Management?

The answer is NO.

“Time Management” is just a popular buzz phrase. The truth is, you can’t add another hour in the day. It is what it is. We have 24 hours. That’s the time we have.

The issue is one of setting priorities. Here’s how.

Decide what is truly important to you!
Set private and professional goals
As mentioned earlier, your private and professional lives overlap. Therefore, your goals should be both private and professional.
Start planning your week around the goals you set. Then add what else you need to get done.
Make your goals the # 1 priority in your work and private life. Let all the other stuff be the fillers.
Keep your goals visible.
When you start focusing on what is truly important to you, you will find that your productivity, self-confidence, and the feeling of being able to succeed will increase rapidly. You will start being able to truly live, being the best version of “YOU”.

Do this well, and you will be able to leave the office on Friday afternoon knowing that you fulfilled your commitments and reached your goals. Remember, it’s not a matter of time management; it’s a matter of setting priorities.

Three Ways to Better Manage Your Expectations as an Executive Leader

October 11, 2017 By Dave Ferguson Leave a Comment

Featured article by Dave Ferguson in Forbes Coaches Council. Reprinted by permission.

I talk a lot about the criticism that comes on the path to success. But what about the psychology of failure? Did you know that how you manage your expectations can define your performance as an executive leader?

Laird Hamilton once said, “Make sure your worst enemy doesn’t live between your two ears.”

Everyone falls victim to negative thoughts. They are often unpredictable and catch us off guard.

They come to tell us we aren’t good enough, that we are lazy, selfish, and that we just aren’t made of “the right stuff.”

Here’s the truth:

Having negative thoughts is a normal process on the road to personal and professional development.

Success and failure can be largely defined through how you manage your expectations. Setting tangible, concise goals and delivering those results help keep negative thoughts at bay.

Through my experience, there are three steps you need to take to effectively manage your expectations. Memorize and share them with your team to start building a culture of collaboration and transparency in your organization.

Base your own expectations in reality.

A common problem in today’s work culture is when an executive leader sets unrealistic goals.

When establishing expectations for a project, are you taking into account disruptions, setbacks, obstacles, and other interferences to the “ideal” condition? Do you have the tools you need in order to achieve your goals?

Taking time to reflect on these questions and assess your answers is critical. Basing your expectations in reality provides a better opportunity to position yourself to face criticism from others as well as from yourself.

Customize a clear and focused message.

Goals should not be kept secret. An effective executive leader clearly communicates goals to teams – simple as that.

Keeping information above water for all to see is critical to building organizational trust. Without that, you’re dead in the water.

When your message is clear and well-defined, people understand what to expect from you. You have also made your expectations their expectations — keeping you in control of your own “success” narrative.

Define benchmark goals to manage your expectations.

Are you your own worst critic? I know I am. We are harder on ourselves than anyone else could be, and yet we are statistically more accountable to other people.

This is why mentorship and professional coaching is a $2 billion industry. Developing personal accountability is directly linked to learning how to expertly manage your expectations.

I walk clients through breaking down large goals into smaller pieces. This makes them more digestible (and grounds my executive leader clients in reality).

Benchmark goals are an effective way to demonstrate progress, which in turn provides a healthy dose of motivation to push ahead.

Remember to recover from mistakes and always move forward. And be careful how you talk to yourself – you are listening.

Here is how you can lead millennials well.

1. Recognize that leadership is a priority for you, your team, and your organization.

2. Engage and connect with your team.

3. Drive results.

4. Develop others.

5. Advance the vision.

6. Legacy

“What is this all about?” many inquired.

But one very adamant executive vice president fought for 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.

Leadership is serious business.

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

1. Declare a vision.

2. Determine to safeguard your people.

3. Deliver on your promise.

Here are 6 attributes that make introverted people successful leaders.

Introverted leaders excel through small teams and one-on-one communication.

Introverted leaders are exceptionally strong at mentoring because they easily establish deep, genuine connections.

Introverted leaders are more apt to listen to others and have a greater sense of self-awareness.

This self-awareness not only applies to work culture, but translates into knowing how to take the long view; they can focus their energy on the big picture.

Introverts are less likely to assign blame.

Introverted leaders are more apt to have a “growth mindset.”

Consider your to-do list for a given week and the following weekend.

Most people live in reactive mode at work, as well as in their private lives.

The fact is, our work and private lives merge: one affects the other.

Take a moment and answer the following questions:

How do we do this? Time Management?

The answer is NO.

The issue is one of setting priorities. Here’s how.

Here’s the truth:

Base your own expectations in reality.

Customize a clear and focused message.

Define benchmark goals to manage your expectations.

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