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The 3-Part Process of Leadership Basic Training

April 5, 2018 By Dave Ferguson Leave a Comment

The 3-Part Process of Leadership Basic Training
Featured article by Dave Ferguson in CEOWORLD magazine. Reprinted by permission.

In The 11 Essential Needs of Employees, we noted the top reasons for job dissatisfaction. One of those reasons is that employees are unhappy with management and the way they manage.

This is why the first rung on the Leadership Ladder is “Leadership is a Priority.”

Good leadership doesn’t just happen by appointment.

Granted, there are those who are “natural leaders” to some degree; it is their inclination to take charge. But that doesn’t mean all natural leaders are good leaders. The fact is, some “natural leaders” can be really “bad bosses” if their natural talents are not trained in the right direction.

When an unprepared leader is assigned to a leadership position, it can result in disastrous consequences, leaving unhappy employees in the wake. Unaddressed, it can negatively impact the company’s bottom line.

As a leader of leaders, your main focus must be on training your leaders to be good and effective leaders.

How do you do this?

Here is the 3-Part Process of Leadership Basic Training.

1. Un-train

First, you un-train.

As an Air Force veteran, I can tell you that the first few days in basic training are not intended to be pleasant. They are intended to “un-train.”

We recruits came from diverse backgrounds, each with our own ideas as to how things should be done.

We each brought habits – some good ones, and many bad ones. The first few days were all about tearing down those bad habits – and even some of the good ones – to make room for better habits.

Some of us had attitudes. Those were untrained as well…and pretty quickly, I might add.

2. Train

The bad habits and attitudes were replaced with rigorous training for better habits and attitudes. This wasn’t just a matter of positive thinking. It required action…painful, arduous, push-to-the-limits action.

Creating strong leadership habits and attitudes also required repetition. It meant daily practice until the process of what to do was drilled into us so we could carry it out quickly, strategically, and with confidence.

The results of this un-training and training process transformed us from cocky young teenagers to a strong, confident team.

3. Serve

The problem with leadership in typical organizations is that there is no basic training for it. It is simply assumed that a person who is good at his or her job should be able to lead those who do that kind of work, or that someone who is tested and falls within a certain range on an assessment automatically qualifies for a leadership position.

You have an employee who excels in IT, for example, so you make him or her the IT manager. But soon you notice projects are falling behind, and you hear murmurings of discontent among his or her direct reports.

“He used to be our friend. Now he thinks he’s better than us.”

“She did a good job in IT, but as a manager, she’s out of her league.”

Why is it that this stellar employee now fails as a manager?

It often comes down to one issue: They were trained to do a job, but never trained to be a leader.

For them to transition well from being an employee to being a manager, they need to be un-trained on some practices and trained on some new ones.

Before a leader can serve well, they must be un-trained and trained well.

Your organization is all about people – the people who lead, the people they lead, and the clients and customers they collectively serve.

If your leadership team is functioning well at all levels, your clients and customers will be served well.

Are you, as the leader of those leaders, equipping them with the tools and resources they need to do  their jobs well?

Leadership Training Resources

Leadership training can take the form of books (at a basic level), workshops, retreats, extended leadership programs, or executive coaching, depending on the needs of the organization and individuals.

Where specific issues need to be addressed, executive coaching can help a leader push through personal or professional obstacles that may be holding them back, or get specific help in dealing with a situation. Executive coaching is also good for strategic planning and accountability, while also offering a confidential sounding board for ideas and issues.

Where teamwork is a component of the leadership training, we encourage group platforms such as workshops and retreats.

Where 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 all of these, plus 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 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.

11 Essential Needs of Employees

June 28, 2017 By Dave Ferguson 2 Comments

11 Essential Needs of Employees

When we look at leadership and its history, some leaders emerge with charisma, strategy, and vision as hallmarks of their style.

These are absolute leadership traits, but a newer trait, called “emotional intelligence,” has found its way into the workplace.

People today have a great sense of independence and a need for empowerment. This means leaders must act in a way that promotes authority and management, while also encouraging participation and empowerment.

An emotionally intelligent leader knows when to exercise authority, when to encourage participation, and when to keep his or her own ideas, feelings, and emotions private.

Emotional intelligence is being in tune with the employee when it comes to their needs and expectations in the workplace.

How do you know what your employees really need?

An easy way to figure out what your employees need is to first look at the dark side and ask, “What drives people away from their jobs?”

Employees leave jobs for five main reasons:

  1. Boredom
  2. Inadequate salary and benefits
  3. Limited opportunities for advancement
  4. Lack of recognition
  5. Unhappy with management and the way they manage

In my experience as a corporate leader and as an executive coach, I have also identified a pattern of employee needs.

These are the 11 Essential Needs of Employees.

  1. Reward – Compensation for the work
  2. Vision – Security in knowing where the company is headed long-term
  3. Resources – Having the right tools and training
  4. Loyalty – Leadership that “has your back” as they expect you to have theirs
  5. Connection – Competent leaders who genuinely care and are supportive of employee success
  6. Teamwork – Having a culture that supports and encourages teamwork
  7. Value – Sincere appreciation and recognition of each employee as an individual
  8. Growth – Programs and paths for growth and career advancement
  9. Self-Development – Opportunities to be coached, challenged and inspired
  10. Strengths – Mapping roles and responsibilities to strengths for ultimate fulfillment of potential
  11. Purpose – Creating opportunities for meaningful contribution to the big-picture goals

In the spirit of emotional intelligence, let’s also take a moment to look at an American psychologist and leading proponent of human psychology, Abraham Maslow. During the period of 1943-1954, Abraham Maslow developed his Hierarchy of Needs motivation theory. It is arguably the most popular and most read motivation theory. His theory suggests that within each person, there is a hierarchy of needs that the individual must satisfy before they move onto the next.

There are five levels in the Hierarchy of Needs.

  1. Physiological – The need for food, shelter, and other elements for basic survival.
  2. Safety – The need to feel safe within your environment. This also refers to emotional and physical safety.
  3. Social – The need for love, friendship, and a sense of belonging.
  4. Esteem – The need for self-respect, status, and recognition from others.
  5. Self-actualization – The need to reach one’s full potential.

The effect of all these variables is summarized in the Emotional Intelligence Matrix below.

It shows how addressing the 11 Essential Needs of Employees can fulfill Maslow’s Hierarchy of Needs in the workplace. Not only does this lower attrition rates; it also has a profound and positive impact on the bottom line.

Traditional leaders may be tempted to brush the idea of emotional intelligence under the proverbial rug, dismissing it as a passing fad. The fact is, emotional intelligence has always been part of the fabric of society. Ignoring it won’t make it go away – but ignoring it may be causing your employees to go away.

Though emotional intelligence may be a bit of an intangible factor for many leaders, the payoff for incorporating it shows up at all levels of the company – from the corner office to the bottom line.

Not only does it lower costs related to attrition, it also translates to bottom line income. An employee whose hierarchal needs are met is a happy employee. And happy employees create happy customers.

As a leader, the payoff for addressing emotional intelligence is exponential.


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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