Tag: Leadership

Leadership vs. Management: The Differences to Know for Driving Results

Leadership and management are two terms that are often used interchangeably, but in reality, they are two distinct concepts. While both are essential for driving results in any organization, they require different skills, approaches, and mindsets. Understanding the differences between leadership and management is crucial for anyone who wants to succeed in a leadership role. In this article, we will explore the key differences between leadership and management and explain why both are essential for success.

What is Leadership?

Leadership is a process of influencing people to achieve a common goal. A leader is someone who inspires, motivates, and guides others towards a shared vision. Leadership is about creating a sense of purpose and direction, and inspiring people to work towards a common goal. Leadership is not just about giving orders or making decisions. It is about creating a vision, setting a direction, and inspiring others to follow it.

What is Management?

Management is the process of planning, organizing, controlling, and directing resources to achieve organizational goals. A manager is someone who plans, organizes, and controls resources to achieve specific objectives. Management is about making decisions, allocating resources, and ensuring that the organization’s goals are met efficiently and effectively. Management is not just about giving orders or delegating tasks. It is about taking responsibility for the success of the organization and ensuring that everything runs smoothly.

The Differences between Leadership and Management

While both leadership and management are essential for driving results, they require different skills, approaches, and mindsets. Here are some of the key differences between leadership and management:

1. Vision vs. Execution

Leadership is about creating a vision and inspiring others to follow it. A leader sets the direction and inspires others to work towards a common goal. Leaders are focused on the big picture and are always looking for ways to improve and innovate. They are creative, visionary, and inspiring.

Management, on the other hand, is about executing the vision. A manager takes the vision and breaks it down into actionable steps. They are focused on the details and are always looking for ways to improve efficiency and productivity. Managers are practical, analytical, and results-oriented.

2. People vs. Processes

Leadership is about people. A leader understands that people are the most important asset of any organization and that their success depends on the people they lead. Leaders are empathetic, communicative, and supportive.

Management, on the other hand, is about processes. A manager understands that processes are essential for achieving organizational goals and that their success depends on efficient processes. Managers are organized, structured, and process-oriented.

3. Inspiration vs. Control

Leadership is about inspiring others to achieve their full potential. A leader motivates and encourages others to be their best selves. Leaders empower their team members to take ownership of their work and to make decisions that benefit the organization as a whole.

Management, on the other hand, is about control. A manager ensures that everything runs smoothly and that everyone is following the rules and procedures. Managers provide direction, set expectations, and hold people accountable for their actions.

4. Long-term vs. Short-term Focus

Leadership is focused on long-term goals. A leader creates a vision of where the organization needs to be in the future and works towards achieving that vision. Leaders are strategic, forward-thinking, and patient.

Management, on the other hand, is focused on short-term goals. A manager is responsible for meeting deadlines, achieving targets, and ensuring that everything runs smoothly on a day-to-day basis. Managers are tactical, detail-oriented, and focused on immediate results.

5. Creativity vs. Efficiency

Leadership is about creativity and innovation. A leader is always looking for ways to improve and innovate. They encourage their team members to think outside the box and to come up with new ideas. Leaders are open-minded, flexible, and adaptable.

Management, on the other hand, is about efficiency and productivity. A manager is focused on getting things done quickly and efficiently. They ensure that resources are allocated effectively and that everyone is working towards the same goal. Managers are organized, systematic, and process-oriented.

Why Both Leadership and Management are Essential for Success

While there are distinct differences between leadership and management, both are essential for success in any organization. Here’s why:

1. You Need a Vision and a Plan

Leadership provides the vision for the organization, while management provides the plan to achieve that vision. Without a vision, the organization lacks direction and purpose. Without a plan, the vision remains a dream.

2. You Need Inspiration and Execution

Leadership inspires people to work towards a common goal, while management ensures that the work gets done efficiently and effectively. Without inspiration, people lack motivation and passion. Without execution, the vision remains just an idea.

3. You Need Creativity and Efficiency

Leadership encourages creativity and innovation, while management ensures that resources are allocated effectively and that everything runs smoothly. Without creativity, the organization becomes stagnant and lacks innovation. Without efficiency, the organization becomes chaotic and unproductive.

4. You Need Long-term and Short-term Focus

Leadership provides the long-term vision for the organization, while management ensures that short-term goals are met and that everything runs smoothly on a day-to-day basis. Without a long-term focus, the organization lacks direction and purpose. Without a short-term focus, the organization becomes disorganized and unproductive.

FAQs

Q1. Can someone be a leader and a manager at the same time?

Yes, someone can be a leader and a manager at the same time. In fact, many successful leaders are also great managers. The key is to understand the differences between leadership and management and to know when to switch between the two roles.

Q2. Can someone be a manager without being a leader?

Yes, someone can be a manager without being a leader. While leadership and management are closely related, they are not the same thing. A manager can be focused on processes and efficiency without inspiring or motivating their team members.

Q3. Can someone be a leader without being a manager?

Yes, someone can be a leader without being a manager. Leadership is about inspiring and motivating others towards a common goal, regardless of whether or not the person has formal authority.

Leadership and management are two distinct concepts that are both essential for driving results in any organization. While there are differences between the two, they are not mutually exclusive. Successful organizations require effective leaders who can inspire and motivate their teams to achieve goals, as well as skilled managers who can plan, organize, and execute those goals efficiently. Leaders and managers must work together to create a cohesive vision and strategy that aligns with the organization’s objectives and values. In short, the key to success lies in striking a balance between leadership and management, leveraging the strengths of both to achieve optimal results. By understanding the differences between the two and recognizing their complementary nature, organizations can cultivate a strong culture of excellence and drive sustainable growth over the long term.

Coaching Beyond the Metrics

My approach to coaching, which I use in my role as a sales manager who works with top salespeople, is based on three essential pillars: caring, focus, and listening. In this article, I will share, what I believe to be, the significance of these pillars and offer some suggestions for how sales coaches might make good use of them to assist their sales reps in achieving the goals they have set.

Pillar #1: a sincere concern for the individual

While Stephen Stills sang it first, it is a common refrain in sales to, “love the one your with”. This is a great reminder when working with customers, but what about when it comes to working with your salespeople? How often have you sat with a manager only to be stuck in a whirlwind of someone who’s multitasking?  To be an effective coach, you must first demonstrate a profound concern for the individual you are working with and that begins with scheduling uninterrupted time with your reps. If you want to be a good coach, you need to sincerely care about the people you’re mentoring and the progress they make.  You have to work to build a connection with them that is founded on trust, respect, and empathy. You must be willing to devote both time and effort into comprehending their (what’s perceived) one-of-a-kind circumstance. If the person you are coaching has the impression that you care about them on a personal level, they will be more receptive to the advice you give and more likely to put it into practice. 

Listed below are some examples of questions that might be asked when delivering on this pillar:

  • What do you perceive to be your most significant obstacles at the moment, and how may I assist you in overcoming them?
  • What is it that drives you to succeed, and how can I help you work toward attaining the objectives that you have set for yourself?
  • What are some of your personal as well as professional objectives, and how may I assist you in accomplishing those objectives?

Questions to gain commitment on future activities:

  • In order to get past your difficulties, what actions are you prepared to take?
  • In order to accomplish what you have set out to do, how can you best utilize your strengths?
  • What are some concrete steps you can take this week to go closer to achieving the objectives you’ve set for yourself?

Pillar #2: the ability to concentrate on the goals of another person

If you want to be a good coach, you have to put the needs and goals of your reps ahead of your own. It is your responsibility to assist them in recognizing and achieving their objectives. After 15 years of coaching sales professionals it is no surprise to me when a sales rep comes to a coaching session without defined goals and objectives. I’m talking about the things that are beyond quota, minimums, and income expectations. Too often we get caught up doing what we are doing today because it is the same thing we did yesterday. To really challenge your reps you need to have excellent listening skills and be able to ask probing questions that assist them in gaining clarity, insight, and perspective. You have a duty to help them in exploring a variety of possibilities and solutions, and you must also encourage them to take accountability of their actions and choices. You know you are doing this well if the conversation becomes uncomfortable. If achieving goals were easy they aren’t really goals and this requires you to stretch someone beyond what they may believe they are capable of doing. 

Listed below are some examples of questions that might be asked when you are delivering on this pillar:

  • What are some goals that you wish to accomplish in the next six to twelve months, and why is accomplishing these goals important to you?
  • What are your greatest areas of strength and where do you feel you need the most growth, and how can you best utilize those areas to reach the objectives you have set for yourself?
  • What are some possible problems or roadblocks that you could run across, and how can you get beyond them?

Questions to gain commitment on future activities:

  • What specific actions are you going to take, and by when, in order to get closer to the achievement of your goals?
  • How can you make the most of your resources and network to move toward your objectives?
  • In order to keep moving forward with your goals, what kind of assistance or responsibility do you require from me?

Pillar #3: a willingness to actively listen and dive deeper

Active listening is essential to effective coaching, as is providing your rep with encouragement to investigate their own thoughts, feelings, and beliefs. Too often I see both reps and managers listen with the goal to respond rather than to understand. The irony of these situations is that, as managers, don’t we want our sales people to listen to understand the customer rather than to product dump? Of course! This is our opportunity to display this skillset. It is necessary for you to ask open-ended questions that will assist your reps in revealing their values, ambitions, and priorities. You also need to be willing to confront their assumptions and beliefs and assist them in overcoming any self-doubt or limiting ideas that may be holding them back from reaching their full potential.

Listed below are some examples of questions that might be asked regarding this pillar:

  • What are some of your biggest worries or doubts, and how do you plan to get through them?
  • Which of the following views or narratives would you take into consideration that would serve you better?
  • What is the primary motive or reason behind your goals, and how can you best align them with the things that are most important to you?

Questions to gain commitment on future activities:

  • How can you evaluate your growth and improve based on the lessons you’ve gained from your experiences?
  • What kinds of assistance or resources do you require so that you can keep expanding and improving?
  • What are some measurable goals that you aim to reach, and how will you know when you’ve achieved them when you get there?

In a nutshell, in order to be a good coach, you need to have a profound sense of care, focus on the needs and agenda of your reps, engage in active listening, and encourage your reps to think critically. The use of these three pillars allows coaches/managers to not only form good connections with your reps but also to assist them in achieving their goals, as well as to empower them to continue developing and becoming more successful.

Source: HBR.org

8 Steps Towards Better Leadership

Being able to lead is an important part of being successful in many facets of life. Not only should we be able to lead others, but we should also be willing to lead ourselves. No one reaches their fullest potential in life by just doing what everyone else does. Sometimes we just have to go in a bold new direction.

Being at the front of the group isn’t enough to make you a good leader. A leader has to move. Too often, we just accept that someone is a leader because they look or sound like one, or they have the title. We don’t look at what they do, which is the real test of leadership.

But if we want to be good leaders ourselves, we need to pay more attention to what we do than how we look. The title of this article says there are eight steps, but you shouldn’t think of them as steps that get progressively harder. Instead, think of these as habits you engage in regularly.

First, keep an eye out for new chances. “Reality” is not a fixed thing; it changes all the time. Think about people who have done great things, like inventors, explorers, and people who have worked to change society. Some might suggest that successful people just happened to be in the right place at the right time. Maybe, but it wouldn’t have mattered if they were in the right place if they hadn’t been looking for the chance.

Second, be open to getting ideas from anyone, even your opponents. The smartest leaders always look at what their rivals are doing. Research and reconnaissance are used all the time in war, politics, and business. Too often, when people look at a competitor to study, they try to find a weakness to take advantage of. Don’t give in to this trend if you want to be a leader of significant change. If you discover a competitive strength, find a way to make yourself, or your team, better so that you can match it.

Third, learn something new every day and share it in new ways. This means that you should always try to grow, both inside and outside of yourself. Feed your mind with new lessons and information, but also keep learning and meeting new people. Find new people to talk to and put yourself in new social situations. You never know when these new things will help you along your path to leadership.

Fourth, look for and use small clues to figure out what to do. Look deeper and ask questions all the time. This is a continuation of the third step, in which you look for new information. But this also means that you won’t be able to learn things the way you always have. Don’t just read books that are in the literary canon or that are popular. Take seminars instead of classes because there is more time to ask questions and talk about things. Look for teachers and writers who are unconventional.

Fifth, improvise if you can’t find a solution. No excuses. Need drives people to come up with new ideas. If you’ve never tried it before, how do you know it won’t work? Don’t forget that not every approach has to come from the front. Look at your problem from every angle and try out different solutions in different ways.

Sixth, do something every day to make at least one person you care about happy. If you make it a point to be kind and thoughtful to one person every day, this will soon become a habit, and this habit will spread to the people around you. Making someone else happy also makes you feel good about yourself. Think about how much better the world would be if we all did a little more to make people happy.

Seven, offer to help even if it doesn’t seem to help you. It’s more than just writing a check. It means giving your time, effort, and even yourself. It could mean helping someone you don’t know, or it could be something very personal.

Lastly, never let something negative be the last thing you say about a subject. If your last words are negative, it doesn’t matter how hopeful you are about a project or action; the last thing people will remember about you is that you are negative. If you focus on the good, you are more likely to see positive outcomes.

If you do these eight things, you’ll not only be a better leader, but you’ll also lead yourself to a more fulfilling experience.

Want to take these insights further? Below is a free self-evaluation tool of your Leadership Qualities? Feel free to click the download button below. This is can be a great tool to self evaluate, and/or to solicit others for peer evaluation. Whatever method your choose, be sure to come back and share any insights you gained 🙂

2-leadership-qualities-self-evaluation.docxDownload

Living in Leadership

I was really struck by a paragraph in Ronald Heifetz & Mary Linsky’s article; A Survival Guide for Leaders, published in the Harvard Business Review.

They state, living in leadership- not just register a pulse- but really being alive in leading others there are classic protective devices of a person in authority. In difficult times these individuals tend to use these devices to insulate themselves from the qualities that foster an acute experience of living.

1. Cynicism, often dressed up as realism, undermines creativity and daring.
2. Arrogance, often posing as authoritative knowledge, snuffs out curiosity and the eagerness to question.
3. Callousness, sometimes portrayed as the thick skin of experience, shuts out compassion for others.

The hard truth is that it is not possible to know the rewards and joys of leadership without experiencing the pain as well. But staying in the game and bearing that pain is worth it, not only for the positive changes you can make in the lives of others but also for the meaning it gives your own.

5 Issues That Leaders Must Handle

Photo by Brooke Lark on Unsplash

One of the first things you learn as a leader is that the buck does stop with you. It’s your responsibility to steer the ship and to deal with the challenges that will inevitably crop up from time to time. That’s just part of the deal!

Some issues are almost inevitable for every leader, and it’s up to you to prepare for them. Here are five of the most common challenges you are likely to face.

1.   Learning the Difference between Being Respected and Being Liked

People may not always like leaders, but they should respect them. It’s your job to make decisions that benefit the organization, the team, or the project. Not everyone will be happy with that. But if you try to please everyone, you will inevitably fail in your job. Choose being respected over being liked.

2.   Office Culture

Sometimes office cultural issues can get out of hand. An office can become a hotbed of gossip and rivalry if not carefully managed, which can undermine everything you are trying to achieve.

Set a good example, and don’t gossip or encourage gossip. Make it clear that talking or criticizing colleagues behind their backs will not be tolerated.

Strive to create a positive atmosphere based on pleasant, open communication.

3.   Dealing with Failure

Failure of some kind is inevitable. There will be a deal that comes unstuck or a product that flops. Maybe your project overruns its timelines, or an external event might jeopardize the whole thing.

You need to help your team deal with failure, analyze what went wrong, and move on.

4.   Communication Issues

Human communications can be fraught with problems. People can reply to an email in the heat of the moment, not think things through before they snap back with a smart or angry comment. Or maybe someone is too anxious or scared to be honest about whether they can meet that deadline or not.

Be prepared to have to step in and smooth things over from time to time. Be clear in your communications about what you expect, what’s acceptable, and what’s not. And stay calm if things go off the rails.

5.   Staying Focused

When you’re the top guy, everyone wants a piece of you. Everyone wants their priority to be your priority. Part of becoming be a good leader is learning not to get distracted from your primary purpose.

It’s your responsibility to stay focused on the project, the team, and the organization. You need to deliver the outcomes that people expect of you. Keep your eye on the prize and your hand on the tiller!

Everyday Leadership Skills That Anyone Can Build

Photo by Nick Fewings on Unsplash

The age-old debate has always been whether or not you can learn the skills necessary to become a leader or are the skills left to those who are born with them. The short and simple answer is that education, experience, and a willingness to learn are the sources of the talents necessary for effective leadership. If it applies to you, you have the potential to lead.

You can learn a variety of skills necessary for effective leadership, including:

Accountability – As a leader, you must know how to hold people responsible in an ethical and just manner in addition to knowing when to accept responsibility for your own actions.

Assertiveness-Being assertive is knowing when to say no or yes and having the confidence to voice your thoughts based on facts. The way other people see you as a leader is a crucial component of leadership. People will perceive you as a good leader if they trust you and know they can count on you to speak up for them and your causes.

Communication– Effective communication is a talent that a good leader possesses and one that you can master. You can learn how to talk, listen, and when to do both. You may improve your leadership abilities by learning more about the communication process. As a leader, every action, in-action, and non-verbal cues are a form of communication to those that follow. Many assumptions will be made on the things that aren’t said, so as a leader clarity is key in all aspects of communication.

Focused – A strong leader is aware of when and how to complete tasks. They focus on the details and don’t let distractions compromise the quality of their work or slow them down.

Integrity – Despite what it may appear in the media at times, a good leader is able to be genuine and doesn’t attempt to mislead their audience. Integrity is when your actions align with what you communicate.

Open-Mindedness – A competent leader is aware of their ignorance and may even be unsure of the questions to ask due to their inexperience. As a result, they maintain an open mind and pay great attention to the facts as they emerge, changing direction as necessary.

Organized- You can learn to become more organized, even if you’re not naturally that way. Even if you are unable to maintain a clutter-free office, you may learn how to organize all of your work using the right tools. Effective leaders are often juggling multiple priorities, objectives, and deadlines. Therefore, organization is instrumental to success as as leader. 

Relationship-Builder – A successful leader is an excellent relationship-builder both at business and personally because they have a solid grasp of oneself, interpersonal relationships, and conflict resolution.

Reliable- A good leader always follows through on their promises. They will be true to their word. But because they aren’t saying yes to things they don’t want to do or don’t need to do, this is also the reason they are not scared to say no.

Results-driven – A smart leader is aware that intentions are meaningless if the outcome does not match your goals. Success will always be better gauged by measuring impact and results.

Self-Awareness – One of the greatest leadership skills is the ability to practice introspection in order to make better decisions. You’re developing into a great leader if you’re eager to learn about who you are, why you are the way you are, and how to grow yourself into the person you want to be while enjoying who you are.

Self-Belief – A strong leader must have self-belief, but it’s also important to have the capacity to have faith in other people. According to behavioral studies, people who lack confidence in themselves also frequently lack confidence in others.

Strategic Thinking – An good leader is able to assess the information at hand and utilize it to influence decisions that will help them achieve the long-term success they desire and, in essence, put them in a winning position for the future.

To become a recognized leader, you must set out on a road of self-education to identify your areas of strength and development so you can concentrate on what you are naturally excellent at doing while you are developing yourself.

Here are a few of my favorite books relating to leadership. (in no particular order)

  • Leaders Eat Last by Simon Sinek
  • The One Thing You Need to Know About Great Managing, Great Leading, & Sustained Success by Marcus Buckingham
  • First Break All the Rules: What the World’s Greatest Managers Do Differently by Marcus Buckingham
  • Servant Leadership: A Journey Into the Nature of Legitimate Power & Greatness by Robert Greenleaf
  • Linchpin: Are You Indispensable by Seth Godin
  • What Got You Here Won’t Get You There by Marshall Goldsmith

Do you have a recommended reading on Leadership? I’d love to know, leave it in the comments below!

Hey Leaders! Are you guided by intuition or ego?

Photo by Orkun Azap

When you are a new leader or manager it’s not always easy to tell if your choices are coming from the right place. Experience and time will bring insights, but how can you speed up the learning process and ultimately make better decisions? Learning from others is one way to shorten the learning curve. As a leader, learning the difference in how I have used intuition or ego in my decision making process has provided me a mental roadmap. Following your gut might be easier for some, but could lead to bad results and without examination there is no process to prevent the same results from happening again. Follow your ego and you might be successful in many ways, but you’re likely to find yourself wondering why you’re not as happy and ultimately not as effective as you could be as a leader. 

Learning how to determine whether my decisions were guided by intuition or ego has made a huge difference in my approach to decision making. While there are no hard and fast rules to make the distinction, there are tendencies that I have personally found that can serve as a guide.

First let me start by stating, fear is the single biggest obstruction to the ahievement of anything.You must first start with this understanding.

Consider these differences:

1. Ego-based decisions are grounded in fear and self-preservation. If you decide to go into management or leadership primarily for reasons of financial security, that’s ego. If you decide to not engage in a new coaching process out of fear of looking unauthetic, that’s ego.

2. Ego-based decisions typically have emotion connected to them. A choice made from a place of intuition just feels “right” and often comes out of left field. You might be in the middle of a Netflix series and are hit with the realization that you should be spending time with your reps in the field. The resulting battle in your head is your ego fighting back.

3. Ego-based decisions consider external results. Are you leading a sales meeting in order to establish control, or are you leading a sales meeting because you’re fascinated with the idea of inpsiring, teaching, and motivating people? Are you taking an action to gain certain results, or does the action itself provide sufficient satisfaction?

4. Ego-based decisions involve rationalization. Your ego is wonderful at convincing you that its choice is the right one. “I’ll never get that job. Imagine how disappointed I’ll feel when it doesn’t work out. People like me are destined to only be supervisors, but there’s nothing wrong with that. I can still have a decent life.” 

* It’s really just a rationalization based on fear – fear of success or fear of failure. ((not convinced there’s a real fear of success? See the Icarus Deception))

* The ego tries to justify itself with facts, figures, and logic. Intuition doesn’t require these tricks to compel you. If you’re using logic to convince yourself of a course of action, you can bet that’s your ego squawking. 

5. Intuition doesn’t judge. A thought or decision arising from intuition doesn’t involve judgment statements about right or wrong, good or bad. Intuitive thoughts feel calm, relaxed, and peaceful. There’s a universal truth to an idea that arises from intuition.

6. Is the expected gratification coming from within or is it external. Would you make the same choice if no one would ever know? Would you purchase that BMW if no one ever knew you owned it? Or do you simply love German automobiles and love the idea of owning a precision car? Are you driven by money and admiration or by personal satisfaction in up-lifting others?

A mentor of mine told me a story that I think illustrates this point. He shared with me; there was an armored truck full of money that flipped over making a sharp turn while going too fast. As the truck tipped over all of the money that was loaded in the back blew across the streets. On the sidewalks stood groups of individuals. One group went running to grab up as much money as they could hold. Another group rushed to the truck to provide aid to the drivers, while others stood back and called 911. As he finished the story- he asked; which group would you be in and how long would it have taken you to decide?

While the ego can be very limiting, that doesn’t necessarily mean that it’s wrong. Remember that the ego’s motivation is largely based on self-preservation. Your ego believes that it has your best interests at heart. Ignoring the ego can be challenging. It uses fear to influence you. It’s only natural to avoid fear and seek comfort.

The trick is to realize when fear is holding you back from something bigger and better. As a leader not only is that fear holding you back, but it is also indirectly holding back those that you lead. Think before choosing which voice to follow: use these tips to help you make a decision that will bring you more joy, bring better results, and make an impact on those you lead.

10 Secrets of Influential Leaders

Photo by Miguel u00c1. Padriu00f1u00e1n on Pexels.com

Influential leaders know how to motivate others. Since the amount you can accomplish on your own is limited, it’s necessary to have the assistance of others. Someone that can motivate others to do their best has an incredibly valuable talent. When you can inspire others, you can accomplish much more.

Motivate others to do their best:

1. Be emotionally supportive. Emotional intelligence is an important skill that leads to more effective leadership. To help others shine, removing the fear of failing or looking foolish is critical. Most people are frozen by fear and prefer to remain comfortable. When fear is greater than motivation, nothing happens. Removing fear can be just as effective as instilling additional motivation.

2. Provide additional support. Ask what resources are required. Foresight here is important, especially if the employee has limited experience in the role. A leaders ability to see around the corners and anticipate what roadblocks may prevent success will help build confidence in your employee. Determine what resources are required for success and provide them when its appropriate.

3. Follow up regularly. Show that you care by monitoring their progress. It’s enough to ask and then listen. Asking questions will also help to keep them on track.

4. Be publicly supportive. It’s one thing to support an employee in the privacy of your office. It’s quite another to be supportive in front of their peers.

5. Acknowledge and reward. Acknowledge progress and effort regularly. Everyone needs a little boost now and then. Ideally, give acknowledgement publicly. Conversely, your disgruntlement and any discipline should be handled privately. Results are important, but when the wrong outcomes occur it’s important to recognize the behaviors that bring about success more often that not.

6. Ask for ideas. You might hear a few ideas that are better than your own. It’s easier for others to get excited about their own ideas than to get excited about yours. Using ideas from your team will create a sense of purpose and involvement.

7. Be clear. Vagueness breeds confusion. Confusion saps enthusiasm. When the objective and the necessary steps are clear, motivation is easier to generate. Ensure that everyone is clear on their roles and the expected outcomes.

8. Set a good example. If it’s important to you, it will be important to your employees. Don’t underestimate the importance of identifying what’s in it for the employee in the end. Don’t just tell them it’s important, but show them by your behavior.

9. Create a vision. Paint a picture of the end result in the minds of those involved. The work is rarely enjoyable, but it’s the end result that matters. Keep reminding everyone of how great things will be when it’s over. The work is the path to reach that endpoint.

10. Deal swiftly with dissenters. It only takes one dissenting, charismatic employee to bring the whole thing crashing down. There’s often one complainer that tries to undermine the enthusiasm of everyone else. Don’t underestimate the damage this one person can do. Have a heart-to-heart conversation with them or move them out of the group.

  • Motivation isn’t just about remaining positive. It’s also about removing the obstacles. Dissenters are obstacles.
  • Encourage the sharing of opinions. However, once a decision has been made, expect cooperation.

Encourage others to do their best work or to follow that path that leads them to their most important goals. Motivating others is a skill that anyone can develop. You can only be as successful as your team. Avoid the belief that you can do it all alone. You can’t. 

Great leaders are tasked with the responsibility of inspiring others to be overachievers. It’s a challenging task, but if you’re good at motivating others, you’ll always be one of the most important people around.