If you asked some of the world’s most successful people their secret to winning, you might be surprised at their answers. It’s not talent, money or even super business smarts. Instead, it’s simply the ability to focus.

Steve Jobs, Zig Ziglar, Andrew Carnegie, Meg Whitman, Brian Tracy, Tony Robbins, Alexander Graham Bell and even Oprah are just a few who have given it credit. Dave agrees. “The whole culture has become afflicted with A.D.D., so much so that anyone or any business that can maintain its focus has an almost unfair advantage in the marketplace,” he says.

So how do you keep that laser-like concentration? To find out, we asked some of Dave’s leaders to share their top tips. Here’s their advice.

  • With 11 direct reports, I was getting bombarded with constant, quick questions. I’m a people person, so these easily derailed me. We then instituted a policy that team members have to shoot me a message to let me know they need two minutes of my time instead of popping back to my desk. In return for their respect of this process, I committed to my team that I would always give them the time they need that day so that their questions don’t linger overnight.—Christy Richardson, National Sales Director, Education Solutions
  • Even great leaders can fall into the trap of putting out fires and chasing distractions every once in a while. But over time, successful leaders learn to distinguish between the blazes that deserve their attention and the other 90% that don’t. The best way I’ve found to get above the problem is by hiring the right leaders who learn to prevent the fires. If a big problem has gone all the way to the top leader in an organization, it’s either an out-of-control fire that deserves the leader’s attention or someone has failed downstream. Besides fires, the best way I’ve found to stay focused is by having a simple, clear understanding of the few things I need to give my energy to as a leader. If I choose the few things that really need my best, I’ll be less tempted to break the momentum by chasing rabbits.—Jack Galloway, Executive Vice President, Business to Business Division
  • So you want to know how to keep on track during the day and avoid spending what sometimes seems like all your time handling the crisis of the day?
  1. If you try and micromanage or your team feels like they have to constantly get you to sign off on every little detail of a project, you will ultimately be dragged into the process over and over again. Clearly define the goal for them—and set them free to achieve it.
  1. Head things off at the pass. Never let a bad situation fester. I hate workarounds. If I discover team members are taking on extra work because there is a person or situation that frustrates them and it’s just easier to do it themselves than having to deal with the hassles, I go fix the problem IMMEDIATELY. If you allow things to grow into a habit or out of control, it hurts the team, it hurts progress, and it hurts your ability to lead.
  1. I find 90% of the problems leaders encounter are the result of of poor communication. Teach your team to talk to one another, trust one another and teach one another. If you can accomplish all three of these things, you will soon discover your time is taken up less with fires and more with the things you like and want to do.

—Chris Mefford, Vice President of Live Events

  • The best way to avoid distractions is to stick to your schedule. Block off your time to focus on certain things. If there’s something that truly cannot wait, then you will make time for it. Finally, make sure your schedule is not too tight and rigid. Flexibility is key.—Jim King, Senior Vice President, Education Solutions
  • Every leader dreams of the perfect day at the office, free of stress from distractions and dealing with emergencies. For great leaders, that perfect day is an illusion! Great leaders are constantly delegating to others to help them grow! With that growth come mistakes that create distractions and “emergencies.” These are merely teachable moments for great leaders.—Rick Perry, Director of Human Resources
  • There are two things I do to stay focused day in and day out. The first is I’m very intentional about my calendar. I schedule almost everything—not just meetings. If I have to prepare for a meeting that I’m leading, I set an appointment on my calendar. I do the same if I have work that needs to be reviewed.

The second is I constantly re-evaluate priorities. Sometimes something comes up that really is the most important thing for me to be focused on. When that happens, my calendar and focus shift to accommodate it. But that’s not the norm. Usually, there are ongoing competing priorities that need to be juggled and reset on a daily or weekly basis. Expect a certain level of fluidity and be ready and willing to balance those priorities in a way that best serves the business and team overall, even if the priority shifting is uncomfortable.

—Jen Sievertsen, Chief Marketing Officer