The best way to inspire people to superior performance is to convince them by everything you do and by your everyday attitude that you are wholeheartedly supporting them.”
Thus said Harold S. Geneen, English-born American businessman and supposed creator of the concept of the modern conglomerate.
Once again in spotlighting the characteristics of a successful leader we touch on something rarely found in manuals or textbooks. It is an ability people possibly use in their daily lives without much thought, yet its application in the commercial arena can be all the difference between success and failure, between winning and losing.
The presence of inspiration in the leader, clearly linked to the previously referred to characteristic of vision, influences the long-term direction of an enterprise. Being inspired and having the ability to inspire others within the team increases the creative nature of any team, taking it from the mundane to the exceptional.
When people feel they are allowed to stretch themselves for the benefit of the work, authorized to make decisions and know they are supported by a leader who, through his or her actions, inspires them to express themselves, winning performances can be achieved.
The setting for any endeavour places its part in favouring inspiration. Subject to the nature of the operation, people are often more inclined to follow the inspiration of the leader, and indeed feel inspired by him or her, when the physical location matches such signals from the leader. Congruence of words and actions by the leader is important.
If a group aims to improve its standing no aspect of the business can be allowed to undermine that goal. From the reception area to the meeting rooms, from the handout material to the staff behaviour, every element of the outfit needs to be evaluated by people inspired to give their all.
People will push themselves to produce winning performances day after day when inspiration, coupled with creativity and a sense of autonomy, is present in the organization, department or team. The leader sets the direction and through his or her behaviour provides a script for others to follow: they walk the walk and talk the talk of the leader.
In the absence of inspiration, motivation can play its part in cajoling people into excellence. The carrot and the stick approach might prove to be effective as a short-term substitute for inspiration, both of the leader and the lead. However, as Thomas J. Leonard, often referred to as the father of personal coaching, noted:
When people are inspired they do not need motivation.
The fifth and final characteristic to be examined in this series spotlighting leadership is that of responsibility. Taking in all of an organization’s stakeholders the next article will be offering one or two perspectives on this matter and bringing the series together with some closing reflections.
In the meantime, thanks as always for reading this today and if you would like to be a part of the conversation concerning the issues raised here, please leave a comment below.