growth Archives • Page 5 of 14 • Living to Lead

Are YOU Ready to Work with a Leadership Coach?

May 2, 2018 By Dave Ferguson Leave a Comment

As a coach, I ask a lot of questions. As a coach, I also get asked a lot of questions.

One that I get often is, “What exactly is leadership coaching?”

While I can’t speak for other coaches, I can surely answer that question based on how I work with clients.

If you are considering whether or not to hire a coach, you are actually deciding if you are ready to embark on a grand adventure.

Coaching is not for everyone, and even highly coachable people have times in their lives when coaching may not be what they really want or need.

Here are a few important questions to ask yourself before making your decision.

Is it the right time for me to hire a coach?

If you feel like you are ready to make some important changes, the time is right for you. If you are extremely busy and cannot imagine taking on another thing, then the time is definitely right for you. The first thing we will want to explore is what we can remove from your busy schedule to make your life feel simpler, more balanced, and manageable.

Can I afford to pay for a coach?

If you hire me, you will be making an important INVESTMENT in your life – equivalent in its overall impact to an advanced college degree, or possibly more. You’re not paying me, you’re investing in yourself! At the end of the day, ask yourself, can you afford not to move forward?

Am I willing to try new things?

During your coaching, you will be invited to look at old situations in new ways. You will be offered new concepts and different ways to approach things. If you are willing to try out new possibilities and stretch your creative side, you will get a large return for your investment.

Do you normally give up on goals and personal aspirations?

If every year, you create a list of resolutions or goals of things you should do, but never seem to quite stick with them, then you need me as your coach. Usually, the problem is these things are “should’s” rather than “musts,” and we will change that quickly.

Am I ready to truly define success for myself?

If you are eager to fulfill your current dreams, discover new ones, and truly define what success is for you, then you are ready for coaching. If you want to separate yourself from the rest of the pack, then let’s get started!

If most of the above speaks to you, then I will make it my responsibility to get you committed to starting ASAP. Procrastination limits, if not blocks, us from attaining our goals and dreams.

If something in this article is resonating with you, don’t hesitate to contact me. Let’s discuss your needs and possibilities.

In a future article, we will take a deep dive into the leadership coaching process itself. Are you ready?

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.

3 Steps to Planning an Effective Conversation

March 21, 2018 By Dave Ferguson Leave a Comment

Have you ever listened to someone and felt like they were speaking a foreign language? Or have you had the feeling that one of your co-workers or employees seems aloof and doesn’t care about the details? How about the person who seems to be all over the place instead of focusing on what is important?

Chances are, you have been in one of these situations. Most of us have experienced them all.

Each of us has a certain way of communicating. We find it easy to communicate with people whose style is similar to ours.

On the other hand, we may find it very difficult to effectively communicate with someone who has a very different communication style than we have.

How do we bridge the gaps that each of our different styles of communication create?

Depending on the differences in the communication styles of the parties to your conversation, it can be a very big deal. When we do not understand each other, we waste time repeating information. People may not feel comfortable reconfirming the point of a conversation, and that can lead to misunderstandings.

If you work with a coach, he or she can help you understand your own communication style.

When you understand your communication style and learn how others will behave in conversation based on theirs, you can proactively plan your conversations.

The art of being an excellent communicator is to be proactive and plan the conversation you are going to have.

Here are three steps that will help you plan the conversation.

Think of the person you need to have an important conversation with. Is he or she similar or different from you when it comes to how they communicate?
Is the person:

Dominant – one who prefers to do most of the talking and a big picture person?
A very social person who seems to be all over the place?
An introvert or extrovert?
Particularly deferential or focused on hierarchy?
Supportive but hard to get information out of?
Someone who needs a great amount of detail?

Plan your conversation corresponding to the style that matches the person with whom you will be communicating.

In the examples above, that would look like this.

Dominant – one who prefers to do most of the talking and a big picture person
Keep the conversation short and sweet. Stick to the facts.
A very social person who seems to be all over the place
Allow time to socialize and understand the various impacted relationships.
An introvert or extrovert
For introverts, ask for input – and listen intently. Know that extroverts will volunteer opinions and thoughts on their own. Listen intently to those as well.
Particularly deferential or focused on hierarchy
Help them know that respect goes both ways, and that you are there to work together. Focus on the issue, not the position…and on solving the problem, not on asserting power.
Supportive but hard to get information out of
Provide an outline of the planned conversation in advance if you want their input during the conversation. Give them time to think and prepare. Be careful not to put them on the spot by asking for immediate input in front of others.
Someone who needs a great amount of detail
Be prepared for and willing to answer questions regarding the details. This is someone who needs to know those details before signing on to the big picture idea.

Knowing your behavioral style and something about the styles of the people you plan to speak with can be of great benefit to you both personally and professionally.

https://livingtolead.com/boss-or-leader-lead-and-learn/ — Click here to learn more about the Boss or Leader | Lunch and Learn Kit for leadership training in your organization.

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.

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:

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