Teamwork 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.

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.

11 Essential Needs of Employees

June 28, 2017 By Dave Ferguson 2 Comments

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:

Boredom
Inadequate salary and benefits
Limited opportunities for advancement
Lack of recognition
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.

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

Physiological – The need for food, shelter, and other elements for basic survival.
Safety – The need to feel safe within your environment. This also refers to emotional and physical safety.
Social – The need for love, friendship, and a sense of belonging.
Esteem – The need for self-respect, status, and recognition from others.
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.

Six Ways to Effectively Lead Millennials

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

3 Steps to Planning an Effective Conversation

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

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

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

In the examples above, that would look like this.

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.

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