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by Dave Ferguson

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3 Steps to Planning an Effective Conversation

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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.

  1. 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?
  2. 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?
  1. 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.

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.

 

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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

4 Steps to Create a Robust Work Regimen

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4 Steps to Create a Robust Work Regimen

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

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Playbook for Setting and Achieving Professional Goals

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.

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.

10 Valuable Attributes of Leaders Who Thrive

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10 Valuable Attributes of Leaders Who Thrive

We live in a dramatically changing marketplace. The dynamic leader knows how to stay relevant and expand relevant skills.

I have presented many times about good habits to practice, but it is equally important to discuss valuable attributes of successful leaders. I’m talking about those features that are inherent in us.

If you look at any business that weathered the Great Recession, or any business that shows continual growth, you will be able to identify many of the following valuable attributes in their leadership team.

  1. Stay curious. Many leaders who thrive are successful because they are “life-long learners.” They never presume to know it all, and constantly wonder how something can be improved.

Strengthen this attribute: Ask, “What if?” in every situation.

  1. Be creative. Leaders who thrive in a changing market do so because they are innovative. They work with what they have and produce things no one else imagined.

Strengthen this attribute: Hold brainstorming sessions with your team (or by yourself). No rules allowed — anything goes.

  1. Remain flexible. Leaders who thrive understand why organizations need to change. They also see the value in Plan B, C, D, and Z. Just because it wasn’t the first idea doesn’t mean it’s not the better idea.

Strengthen this attribute: Replace the word “failing” with the word “learning.”

  1. Be Passionate. Passion is what propels leaders who thrive to take risks when others won’t.

Strengthen this attribute: Eliminate the excuses you make to accept new challenges. Understand what is holding you back.

  1. Plan (but don’t over-plan). Leaders who thrive plan for potential pitfalls, difficulties and setbacks — but not so much that they overlook opportunity. Many leaders fall victim to over-planning.

Strengthen this attribute: View your plans as a road map, and let go of perfection.

  1. Maintain Self-Awareness. Leaders who are self-aware lead with a better sense of purpose and authenticity. This is because they are in tune with their strengths and weaknesses equally.

Strengthen this attribute: Ask for feedback from trusted peers and mentors — allow them to be your mirror until you can learn to be your own.

  1. Network. Leaders who thrive understand the strength of a team, and don’t presume they’ve gotten where they have on their own. They know that a certain amount of interdependence is more valuable than independence.

Strengthen this attribute: Set monthly goals of people you would like to connect with, email, or touch base with. Write these goals down.

  1. Doubt yourself (but not too much). Leaders who thrive are successful in part because they are not blind to challenges. Leaders who doubt themselves too much will eventually talk themselves out of trying. But a little bit of doubt is healthy, and keeps their leadership grounded.

Strengthen this attribute: If you doubt too much — ask yourself, “Is that thought unfounded?” If you doubt too little —ask yourself, “What are the potential pitfalls of this decision?”

  1. Be decisive. Leaders who thrive often do so because they make decisions faster than others.

Strengthen this attribute: Gather the “how,” “what” and “why” of every decision you face. Decisions are infinitely easier to make if you’re clear on their importance and impact.

  1. Remember the customer. Leaders who thrive know who their customers are, are familiar with their expectations, and are constantly reassessing their customers’ needs.

Strengthen this attribute: Let customers get to know you — communication is a two-way street and the foundation for any lasting relationship.

Remember, we all have the ability to be any one of these things — some features just may come easier to some than others. But this doesn’t mean attributes can’t be developed.

Take the time to get to know yourself and your team, and identify which of these valuable attributes come natural and as well as those you’d like to see more of. Practice makes progress!

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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