In First Person: John Ferguson, CHRO of NASCAR
Shifting Gears: How NASCAR’s CHRO Manages the Accelerating Changes in Talent and Leadership
John Ferguson is senior vice president and CHRO at NASCAR, where he provides strategic leadership to support employees across more than 20 offices and race-track locations. He previously served in senior HR roles at Monumental Sports & Entertainment and Hyatt. As part of the Strategic CHRO interview series on LinkedIn, Ferguson sat down with The ExCo Group CEO David Reimer and Managing Director Adam Bryant to discuss Ferguson’s career path and his outlook on leadership, culture, and hiring.
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Reimer: What issues are top of mind for you as you look over the horizon?
Ferguson: One is the shifting generational mix in the workforce today. We have Millennials, Gen X, Baby Boomers, and now, with Gen Z coming into the workplace, we have to change our perspective on what tenure means. We often talk in HR about wanting people to stay at our companies forever. But for Gen Z, that is not how they’re going to show up, and you started to see that with Millennials.
For example, Millennials are probably on the high end, and they may stay at a company longer than five years. But for Gen Z, they’re coming in for three to five years before they move on. So, you have to look at your organization through the lens of what it means to people in this context. We want to be a great place to work, and we also want to be a great place to be from.
If we’re a great place to work while you’re here for several years, then we’ve helped you add to your toolkit. You helped us increase our competitive advantage and grow our revenue. At the same time, there may come a point when people are ready to try something different and move on.
That shouldn’t be seen as bad because if you are a great place to work, you should naturally be a great place to be from. That means we were able to be a springboard for your career. So, people leaving is not, by definition, a bad thing, because they also might come back later and provide additional value because of what they’ve learned at other organizations.
Bryant: The CHRO role has become so much more central to organizations in recent years, but the challenges you face have grown exponentially. What is it about your background or wiring that helps you navigate this difficult landscape?
Ferguson: I learned the power of observation from a young age. It’s a lesson that my mom taught me early on. I remember one moment when I was going to a really fancy dinner for the first time. There was all this silverware in front of me, and I wasn’t sure what to do. She said, “Whenever you’re in a situation and you’re unfamiliar with the norms or traditions, sit back and observe. Look to your left, look to your right, and observe.”
That’s something I’ve carried with me throughout my career—the importance of sitting back and observing. Because there’s always something to be learned when you’re in a listening and open posture. That also teaches you the skill of how to read a room.
We have to change our perspective on what tenure means. … We want to be a great place to work, and we also want to be a great place to be from.”
Reimer: Were you in leadership roles from a young age?
Ferguson: I was always involved in student council, starting in elementary school. Quick story: I was the homeroom representative in second grade, but I didn’t get that role in third grade. It was a popularity contest, and someone else won. But I was determined to still contribute in some way.
So, I asked myself: What if I could represent one of the classes that didn’t have a representative? And that was our differently abled classmates. So, I went to the administrators and asked, “Could I represent them?” And they said, “Sure.” So, I did that, and I would often visit their class and get their input or share updates with them. I just had a persistent desire to help others from a young age.
Bryant: What is your framework for thinking about culture, especially given all the pressures on organizations from the world at large these days?
Ferguson: It’s important for organizations to really be mindful of their mission, their values, and what they are saying about their culture—and making sure those words are aligned with how they’re showing up day to day. Organizations often talk about their core principles, but the real test is whether you stay anchored to them when things get tense or do you drift away from them?
If we said, “This is who we are,” are we always showing up as we said we would? And if we’re not, I’m going to always ask whether we should consider shifting our core principles. And that’s OK, because people evolve and situations change. But let’s make sure that we are describing accurately who we are today. There shouldn’t be any contradictions.
Reimer: When you coach and mentor executives, what advice do you often share?
Ferguson: When I look at the opportunities for most leadership teams, it’s often the ability to be more authentic and transparent. Someone shared the metaphor with me that people will often say in a meeting, “What’s on the right hand?” And then he would ask people, “OK, what is the left hand saying?” Those are the kinds of things that are often said after the meeting, but it could possibly be the solution we need.
So, I try to figure out ways in which I can tap into that “left hand,” because that’s often where the root causes and solutions are. Sometimes, people don’t want to be the one to speak up, even though everyone might have a similar gut reaction to something. So, I’ve taken the approach of trying to be strategic and managing one-on-ones with my peers to understand what’s important to them. I often give that same advice to others.
Bryant: How do you hire? What are your best job interview questions?
Ferguson: One is: Tell me something about you that’s not on your resume. I also like to ask people what wakes them up in the morning. I want to understand their “North Star”—what motivates them and gets them excited about the day.
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