Remember the WHY

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As leaders, we are constantly communicating.  In fact, effective communication is one of the core competencies and responsibilities of every good leader.  Funny how often it is overlooked or taken for granted.

The only way a leader can truly win the hearts and minds of others is to help them understand not only the task at hand (the “what”) and the strategies to accomplish it (the “how”), but also the overarching purpose (the “why”).  The “why” is what gives meaning and motivation to the task.  It helps people see themselves in the story and have a sense of fulfillment about what they’re doing every day.

In a culture that focuses on execution (getting things done), you may be inclined to dive into a task without taking stock of the bigger picture. As urgent as the task or directive might be, step back and ask yourself if you have clearly explained the overarching purpose and benefit of it.  In other words, have you explained why it matters?  In a few short sentences, you can add important context and meaning that could make the difference between an average result and an exceptional one. 

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Loyalty goes both ways.

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As leaders, we want and often expect loyalty from those around us. In fact, many leaders place loyalty among the top attributes that they seek out and reward in others. 

Remember that loyalty is something that is earned, not something you are entitled to. ‎It goes both ways. The best way to engender loyalty in others is to demonstrate that you're loyal to them - that you have their backs and have their best interest in mind. This creates a sense of safety and appreciation that inspires them to respond in kind. You cannot demand or command loyalty in others and expect it to be authentic and sustainable. 

Oftentimes, being loyal means putting yourself on the line for someone, so be sure that your loyalty is true and justified. Additionally, be careful not to place so much emphasis on loyalty that you develop a blind spot to other aspects of a person.  It’s easy to overlook potential issues when you believe someone is loyal.  Strong leaders keep their eyes wide open.

Today, ask yourself: how am I inspiring and earning loyalty in others, and am I keep a balanced perspective about those who are loyal to me?  

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Leverage the power of presence.

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We talk a lot about executive presence – credibility, connection and charisma.  This is about gravitas --how you engender confidence and create followership.

But there are two other types of presence that are important, too.  One is physical presence – the value of actually being there for and with your people. With the pervasiveness and ease of use of technology, it’s tempting to lead from behind a computer screen. Don’t underestimate the importance of personal interaction where you can read body language and build deeper, more authentic relationships.

Then there is mental presence.  How often do we find ourselves distracted by thoughts of things to come – such as an important meeting or the things we need to get done that day?  Or, distracted by things from the past – an interaction that didn’t go quite right, something we forgot to do or say.  Whenever our minds are focused on the future or the past, we’re not focused on the present.  People can sense that, and it not only impacts our ability to retain information, but also the connection we make with others. 

Today, reflect on the strength of your executive, physical and mental presence.  Are you working to ensure all three are in balance?

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Reward aptitude and attitude.

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We see it all the time: a leader will promote or recruit someone into a management position who is experienced and knowledgeable, but who lacks the right can-do, team-oriented attitude.  And then they wonder why this person struggles as a leader.

Don’t assume that just because someone is intelligent or credentialed, they have the ability (or willingness) to effectively lead others.  Before you promote them into a management or leadership position, think carefully about their fundamental orientation – their mindset, behaviors, their ability to delegate, build and motivate a team, engage others, and share information. Ask yourself whether they focus on solutions instead of problems. And importantly, consider whether they care more about the organization’s success than advancing their own personal agenda.

Be mindful of who you’re promoting and the message it’s sending to the organization.  Are you rewarding bad behavior, simply because someone is technically or politically astute? In the end, you want both aptitude and attitude in all employees – especially leaders.  Remember that culture is built on the mindsets and behaviors of the people in your organization, and having the right organizational culture is pivotal to your success.  

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Put wind in their sails.

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One of the most vital responsibilities of leadership is to motivate and inspire others. We call it “putting wind in their sails” -- enabling your people to move forward faster, with energy and enthusiasm.

You are only as good as the work of your team, so think about how to motivate your people to stretch and reach their full potential while going the extra mile for you and the organization. Empower your people to truly own their jobs. Practice effective delegation, managing to milestones, not details. Stay out of the weeds! Remember the 4:1 ratio of feedback: it takes 4 positive comments to offset a single critical one. ‎And bear in mind that public recognition, a personal note of thanks, or advocacy higher up the chain can be more motivating to an employee than a simple financial reward. Everyone has their hot buttons: things that frustrate them and things that delight them. Make it a point to understand these things in your team members, and it will be easier to keep them motivated.

Today, ask yourself, “what more can I do to put wind in their sails?”

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