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by Dave Ferguson

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The LOYALTY Formula

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The LOYALTY Formula
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It was a tough quarter…again. Sales were down, and expenses were high. One facility required major remediation in order to get back into compliance, a fact which only further exacerbated the problems the company had been having for some time.

At a time when strong leadership was needed to turn the ship around, the CEO was disconnected. He was in his newly acquired office having thousands of dollars of custom cabinetry installed the day a division of over 300 employees got the pink slip.

When his assistant asked what he planned to do about the numbers, he said, “What do you expect me to do?”

It should come as no surprise that within a year, the entire company was dissolved, and thousands of other employees were out of work as well.

Throughout the process, the CEO was questioned as to what was going on and what he planned to do about it. He blamed everything and everyone – from current events, to competition, to stockholders, to his own management team.

But he failed to accept responsibility for his own actions – or more accurately, a lack thereof.

As a result, he essentially sealed his fate and the company’s as well.

What he didn’t realize was that, just outside his door was a powerful team who could have helped him save the company. But he had failed to engage and connect with his management team and his employees. They had entrusted him with their livelihoods, and he let them down.

One of the 11 essential needs of employees is Loyalty.

It is knowing that leadership “has your back” as they expect you to have theirs. Loyalty generates the kind of security in a company that makes everyone want to succeed, not just for themselves, but for all involved.

And this leader didn’t have it.

How can you as a leader exemplify and inspire LOYALTY with your team?

Listen!

First and foremost, listen to your people at all levels. A good leader will purposely get to know his or her people well enough for them to offer honest feedback and share ideas. If you have a suggestion box, by all means, read the suggestions and act on those which would be of benefit to the company. Honor your people by simply listening, and they will honor you by letting you know if there is something that needs your attention.

Own Responsibility

It is easy to blame others when things go wrong; but a truly effective leader will take responsibility. If an employee makes a mistake, yes, they should be accountable. But the leader should also be accountable for helping the employee evaluate and remedy the situation. The old adage that “everything rises and falls on leadership” has stood the test of time for a reason.

Yield the Floor

Contrary to popular belief, you as the leader are not expected to have all the answers. This should come as a relief to many. The best leaders surround themselves with experts in diverse areas. If there is something you don’t know as a leader, tap into the power of your team and yield the floor to an expert. You will be glad you did! Not only will this solve your problem…you will also gain a bit of that person’s wisdom as well.

Ask Forgiveness

Here’s a news flash – leaders are not perfect. Problems come when we pretend to be. The truth is, we are all learning how to lead together. If you make a mistake, don’t know an answer, or handle a situation in less than stellar fashion, own up to it. Admit it, ask forgiveness, and move forward in a better direction. Many leaders don’t want their people to know they are fallible. But acknowledging that you are helps your people to be transparent and growing leaders as well.

Leave Your Office

It is easy to get trapped in a corner office. People come to see you. Phone calls ring in. Paperwork lands on your desk. These are all things that can keep you behind closed doors when, at times, you need to be out and about. Take time each day to meet a new employee or to go out with another business leader or mentor. As that show, Undercover Boss, reveals: you learn a lot about your company when you leave your office.

Trust

Trust is hard for many leaders. It means you are placing some part of your success in the hands of others, and that is a point of fear. But the thing about trust is that it works both ways. If you hire good people and empower them to do their work well, then trust them to carry out their responsibilities, they will more often than not surprise you with their level of trustworthiness. It is not as much about them earning your trust (as is the common thinking on this matter), but about you trusting them first.

Yoke Up with Your Team

There are times when all hands are needed on deck. You have no doubt been on teams where everyone is scrambling to meet the leader’s deadline – canceling their evening plans to make sure the work gets done. And the leader saunters out of the office at 3:00 p.m. to get a haircut. What kind of a message does this send to the team? A good leader will roll up their sleeves and dive in to help when needed so everyone can leave at a decent hour.

These small habits, regularly engaged, build loyalty. They let your team know you value them, and in turn, they value you.

Do you want a team that “has your back?”

There’s a very simple solution…

“Have theirs.”

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

Four Ways to Ensure You are Putting Employees First

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Four Ways to Ensure You are Putting Employees First

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

Attracting and retaining top talent is the not-so-secret weapon of every successful business. When employees feel they’re cared for and respected, that good energy is transferred to customer care.

We can all agree that employees are the skeleton of your business – without their support, your company falls apart. Essentially, their success is your success.

But do you have an employee engagement plan? One that strengthens the “bones” of your organization while giving them what they need for growth?

If you are shaking your head, you are not alone.

Being considerate of and providing for your employees should be a top priority for you as a leader. After all, an employee-centric work culture fosters productivity and boosts morale.

Here are four ways you can ensure you are putting employees first. 

  1. Provide opportunities for professional growth.

Employees should feel challenged and inspired – and you should always be looking out for the future leaders within your company. Employees with drive and high potential are often not satisfied with staying where they are (at least not for long).

It is important to recognize potential in these employees and offer them avenues to strengthen their skillsets. Encourage them to advance their networking by attending relevant conferences. Make introductions to others that can help guide them. Simple efforts on your part can lead to big results for your company.

  1. Communicate the vision.

By consistently sharing what is happening with and within the company, you give your employees security. Without communication, your employees can become unsure of their future as well as the company’s future.

As leaders, it is sometimes easy for us to slip into a “silo” – sharing information only with our directors or key decision-makers. You can see how this could easily turn into a disaster.

A lack of communication means employees are left to fill in the blanks on their own. By communicating with your employees effectively and frequently, you are not only relaying crucial information to them, but you are also bringing them into the “inner” circle.

  1. Recognize solid work well done.

This should be a no brainer – we all like to be recognized for our achievements! Recognition is also motivating. When your employees know their contribution is appreciated, they will strive to receive recognition again and again.

A sincere offer of gratitude goes a long way to boost morale and communicate to employees that you notice those taking extra care and effort with their work.

Another aspect that works parallel with recognizing employees’ achievements is supporting your employees’ professional goals. This means realizing that employees can go much deeper than a “job well done.”

Taking the time to understand your employees’ personal goals will help you support them in ways that align with corporate goals. This is a win-win!

  1. Trust your team.

Resist any urge to micro-manage or over-manage. You have (hopefully) built a solid team around you – so use it! Trust their skills and your hiring instincts.

Instill confidence in your team by leading by example. Practicing the previous three points helps cultivate a culture of trust in your workplace. Allow your employees to (slowly) take on more responsibility. Give them the freedom to handle their mistakes as learning opportunities rather than failures.

You are only as strong as your weakest link; there is a reason this phrase is a cliché. How you develop and support your employees’ growth will directly reflect in the growth of your business.

To learn more about the needs of your employees, 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.

 

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.

 

Check Your Leadership Ego at the Door

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Check Your Leadership Ego at the Door

Leading a business can be a real thrill. It comes packaged with a good dose of power and prestige by virtue of position.

It also can be a real challenge for those same reasons.

The reality is, being a successful leader requires that you check your ego at the door. Now don’t get me wrong, having faith and pride in what you do is great. Self-confidence is essential.

But when leaders get full of themselves and start inflating their self-worth, things start to crumble. As an executive coach, I am sometimes called in to help fix an employee or team issue that is, in reality, is a leadership ego issue.

It is my responsibility to challenge them on it for their sake and the sake of the organization.

The bottom line is, leadership is not about being served. It is about serving.

Positional leaders are LINOs (Leaders in Name Only). LINOs are never truly respected, and their effectiveness is limited.

Guard against these LINOs in your own leadership or on your leadership team.

The CEO on Steroids

They can’t and won’t build an effective team because they depend too much on themselves. They don’t trust enough to delegate and, quite frankly, don’t believe they need others. These are the micromanagers who limit team performance.

Advice for this leader: Look in the mirror, lighten up, and let go a little. Remember the old saying, “There is no ‘I’ in Team.” Say it 1000 times every day, while you’re running on the treadmill.

The Know-it-All

These leaders have little to no commitment to personal growth. They would never think of hiring a business coach, because they truly believe they have already arrived. Their bloated egos block them from taking any advice, and learning is a sign of weakness to them.

Advice for this leader: Acknowledge and learn from your failures. Seek an objective accountability partner. Establish a cabinet of expert advisors – and listen to them. Commit to personal and professional growth on a regular basis.

The “I never make hiring mistakes” Leader

These are the leaders who never admit to making bad hiring decisions, but take all the credit for the one great hire. Meanwhile, turnover is costing the company thousands of dollars a year. Many of these so-called leaders actually believe they can take the bottom 20% of their employee base and turn them around. When that doesn’t work, they blame someone else for it.

Advice for this leader: When you figure out the formula for elevating your bottom 20% above mediocre, let the rest of us know. Until then, cut bait quicker and better, or take yourself out of the hiring process. Use an objective and independent source.

 The White Collar Crime Boss

These leaders are so cocky and egotistical that they invent shortcuts, take special privileges, and begin to think they are above the law. As their character plummets, greed and ego escalate to a point of unethical and sometimes criminal behavior. The collateral damage is widespread, both inside the organization and to stockholders and investors.

Advice for this leader: White collar crime is against the law and can bring you down to the level of the elevator beating bandit. Do right and be ethical!

Power and prestige can be either leadership tools – or weapons. We as leaders can use them to serve, inspire others, and to accomplish great goals, or we can use them selfishly, in which case they leave a trail of destruction.

Guard against the LINOs!

Dave Ferguson is “The Leaders’ Coach”, an internationally recognized executive leadership coach, speaker, facilitator, and author. For help in building a truly successful leadership team, “ASK COACH DAVE” at 704-907-0171 or at Dave@AskCoachDave.com.

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