Inspiring leaders are those who can use their unique combination of strengths to motivate individuals and teams to take on challenging goals.
Based on a survey designed by Bain & Company, an inspiring leader excel in one or more personal attributes that develop inner resources, connect with others, set the tone, and lead a team. Stress tolerance, self-regard, and optimism help leaders developing inner resources. Vitality, humility, and empathy help leaders connect. Openness, unselfishness, and responsibility help set the tone. Vision, focus, servanthood, and sponsorship help them lead.
That said, mindfulness is one universal trait that matters more than any other. This is perceived by followers to be a state of mindfulness that enables leaders to remain calm under stress, empathize, listen deeply, and remain present.
Source: Havard Business Review
No matter what specific changes a change management program is intending to bring, those aims necessarily involve a sustained changed in the employee’s behavior. Unfortunately, change programs of many firms usually fail to bring about those new behaviours due to four errors that undermine the change efforts. These errors take the forms of neglecting employee’s individual interests, under-engaging the extended leadership team, failure to sufficiently empower the Change Management Unit, and allocating ‘fire and forget’ targets. In order to minimise the occurrence of these errors, the management should strive to make participation in the program individually rewarding. The company should closely engage the extended leadership teams in encouraging change, and empower the Change Management Unit to drive the program. Lastly, the company should also define effective metrics to track progress.
50 years since its founding, Southwest Airlines is still flying high. Despite not being the best in terms of airline performance, the company is ranked second to last on customer complaints. For an airline that many believed would not have succeeded, the CEO credits the competitive advantage to its people. And the company is so zealous about its people that it has a Culture Committee.
The Culture Committee overseas the orientation for new employees. That’s not all of course, the Committee ensures that the right – in this case fun-loving – people get hired into the company in the first place. The belief goes that if the employees are having fun, they will have a happier time serving customers, and ultimately passengers are going to get a better flying experience. In reflecting its people-centric ethos, the company has also created multiple galleries where employees contribute pets photos or even military medals to make all feel at home.
The Culture Committee eventually morphed into the Culture Services Committee, which till today takes it role very seriously. A case in point is the handling of compliments about specific employees: they not only get highlighted to the employee’s manager, but also get highlighted to the manager’s manager. What’s fun if there are no parties? Lots in fact – career milestones with the company or even wedding anniversaries all get celebrated with pomp and fun. The company believes it ultimately pays off to invest in culture through budgeting, resources, and time. If the airline’s expansion plans are any indication, Southwest Airlines may well have a very profitable intangible asset that sustains its competitive advantage.
Compared to employees at either end of a firm’s management spectrum, the middle managers have a relatively complicated relationship with power. They are expected to play very different roles when interacting with different groups, frequently alternating between high and low power interaction styles. This imposes a psychological burden because humans are inefficient when it comes to task switching: It is psychologically challenging to disengage from a task that requires one mindset and engage in another task that requires a very different mindset. There are however some steps that could be taken to reduce such a burden on middle managers, namely simplifying the reporting structure to reduce unnecessary upward and downward interactions, not micromanaging the middle managers, and putting in place a more egalitarian organizational structure.
Source: Havard Business Review
High-trust companies typically hold people accountable without micromanaging them. With a high-trust environment in place, employees are more motivated to perform better.
Using trust as a foundation, management should seek to improves how employees treat one another and themselves. Companies in promoting trust share their mission objectives clearly and regularly with employees to reduce confusion about where they are headed and why. Once employees have been trained and given a clearly defined job scope, allow them to execute projects in their own way. At the individual level, investing in the whole person and not only the technical skills has a powerful effect on staff engagement. Assessing personal growth at regular appraisals should include discussions about work-life integration, family, and recreation.
Being trusted to figure things out can be a big motivator. When companies trust employees to choose which projects they work on best, people focus their energies on what they care about most. And when given the autonomy, it also promotes innovation, because different people try different approaches. Newer, younger or less experienced employees become the company’s innovators, because they’re less constrained by what works.
Source: Havard Business Review
It requires as little as five minutes of your managerial time but it is five minutes that could change how you lead and motivate your team. Ideally invest the time to conduct a regular innerview – a catchup session to ask at least one member of your team about their personal lives, goals, challenges, and more importantly how you can help them sort out the work issues. An interview is what you do when you’re hiring someone; and an innerview is what you do when you’re interested in building their success and keeping them.