Tag Archives: motivation

Four Deadly Business Myths

GUEST POST from Greg Satell

The unicorn is perhaps unique among myths in that the creature doesn’t appear in the mythology of any culture. The ancient Greeks, for all of their centaurs, hydras and medusae, never had any stories of unicorns, they simply thought that some existed somewhere. Of course, nobody had ever seen one, but they believed others had.

Beliefs are amazing things. We don’t need any evidence or rational basis to believe something to be true. In fact, research has shown that, when confronted with scientific evidence which conflicts with preexisting views, people tend to question the objectivity of the research rather than revisit their beliefs. Also, as Sam Arbesman has explained, our notions of the facts themselves change over time.

George Soros and others have noted that information has a reflexive quality. We can’t possibly verify every proposition, so we tend to take cues from those around us, especially when they are reinforced by authority figures, like consultants and media personalities. Over time, the zeitgeist diverges further from reality and myths evolve into established doctrine.

Myth #1: We Live In A VUCA Business Environment

Today it seems that every business pundit is talking about how we operate in a VUCA (Volatile, Uncertain, Complex and Ambiguous) world. It’s not hard to see the attraction. Conjuring almost apocalyptic images of continuous industrial disruption creates demand for consulting and advisory services. It’s easier to sell aspirin than vitamins.

The data, however, tell a different story. In fact, a report from the OECD found that markets, especially in the United States, have become more concentrated and less competitive, with less churn among industry leaders. The number of young firms have decreased markedly as well, falling from roughly half of the total number of companies in 1982 to one third in 2013.

Today, in part because of lax antitrust enforcement over the past few decades, businesses have become less disruptive, less competitive and less dynamic, while our economy has become less innovative and less productive. The fact that the reality is in such stark contrast to the rhetoric, is more than worrying, it should be a flashing red light.

The truth is that we don’t really disrupt industries anymore. We disrupt people. Economic data shows that for most Americans, real wages have hardly budged since 1964. Income and wealth inequality remain at historic highs. Anxiety and depression, already at epidemic levels, worsened during the Covid-19 pandemic.

The recent great resignation, when people began leaving their jobs in droves, helps tell this story. Should anyone be surprised? We’ve been working longer hours, constantly tethered to the office even as we work remotely, under increasing levels of stress. Yes, things change. They always have and always will. We need to adapt, but all of the VUCA talk is killing us.

Myth #2: Empathy Is Absolution

Another favorite buzzword today is empathy. It is often paired with compassion in the context of creating a more beneficial workplace. That is, of course, a reasonable and worthy objective. As noted above, there’s far too much talk about disruption and uncertainty and not nearly enough about stability and well-being.

Still, the one-dimensional use of empathy is misleading. When seen only through the lens of making others more comfortable, it seems like a “nice to have,” rather than a valuable competency and an important source of competitive advantage. It’s much easier to see the advantage of imposing your will, rather than internalizing the perspectives of others.

One thing I learned living overseas for 15 years is that it is incredibly important to understand how people around you think, especially if you don’t agree with them and, as is sometimes the case, find their point of view morally reprehensible. In fact, learning more about how others think can make you a more effective leader, negotiator and manager.

Empathy is not absolution. You can internalize the ideas of others and still vehemently disagree. There is a reason that Special Forces are trained to understand the cultures in which they will operate and it isn’t because it makes them nicer people. It’s because it makes them more lethal operators.

Learning that not everyone thinks alike is one of life’s most valuable lessons. Yes, coercion is often a viable strategy in the short-term. But to build something that lasts, it’s much better if people do things for their own reasons, even if those reasons are different than yours. To achieve that, you have to understand their motivations.

Myth #3: Diversity Equity And Inclusion Is About Enforcing Rules

In recent years corporate America has pushed to implement policies for diversity, equity and inclusion. The Society for Human Resource Management even offers a diversity toolkit on its website firms can adopt, complete with guidelines, best practices and even form letters.

Many organizations have incorporated diversity awareness training for employees to learn about things like unconscious bias, microaggressions and cultural awareness. There are often strict codes of conduct with serious repercussions for violations. Those who step out of line can be terminated and see their careers derailed.

Unfortunately, these efforts can backfire, especially if diversity efforts rely to heavily on a disciplinary regime. As the philosopher Ludwig Wittgenstein pointed out long ago, strict rules-based approaches are problematic because they inevitably lead to logical contradictions. What starts out as a well-meaning effort can quickly become a capricious workplace dominated by fear.

Cultural competency is much better understood as a set of skills than a set of rules. While the prospect of getting fired for saying the wrong thing can be chilling, who wouldn’t want to be a more effective communicator, able to collaborate more effectively with colleagues who have different viewpoints, skills and perspectives?

To bring about real transformation, you need to attract. You can’t bully or overpower. Promoting inclusion should be about understanding, not intimidation.

Myth #4: People Are Best Motivated Through Carrots And Sticks

One of the things we’ve noticed when we advise organizations on transformation initiatives is that executives tend to default towards incentive structures. They quickly conjure up a Rube Goldberg-like system of bonuses and penalties designed to incentivize people to exhibit the desired behaviors. This is almost always a mistake.

If you feel the need to bribe and bully people to get what you want, you are signaling from the outset that there is something undesirable about what you’re asking for. In fact, we’ve known for decades that financial incentives often prove to be problematic.

Instead of trying to get people to do what you want, you’re much better off identifying people who want what you want and empowering them to succeed. As they prosper, they can bring others in who can attract others still. That’s how you build a movement that people feel a sense of ownership of, rather than mandate that they feel subjugated by.

The trick is that you always want to start with a majority, even if it’s three people in a room of five. The biggest influence on what we do and think is what the people around us do and think. That’s why it’s always easy to expand a majority out, but as soon as you are in the minority, you will feel immediate pushback.

We need to stop trying to engineer behavior, as if humans are assemblages of buttons and levers that we push and pull to get the results we want. Effective leaders are more like gardeners, nurturing, growing and shaping the ecosystems in which they operate, uniting others with a sense of shared identity and shared purpose.

— Article courtesy of the Digital Tonto blog
— Image credits: Unsplash

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Five Secrets of Team Motivation

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Five Secrets of Team Motivation

GUEST POST from David Burkus

Every team leader knows the importance of keeping their team motivated. The more motivated your team, the more productive they are, and the better results they deliver. Research suggests that the more powerful form of motivation is intrinsic, flowing from an individual’s desire to do the work or achieve the outcome for their own reasons—not bonuses, awards, or other extrinsic motivators leaders often use. But that doesn’t mean leaders are out of options.

While your team will still be best motivated through reasons that are individual, there are still a few tactics you can use to motivate your team by creating a culture and climate where intrinsic motivation is most likely to develop.

In this article, we’ll explore five effective ways to motivate your team, ensuring they remain focused, engaged, and driven to achieve their goals.

1. Describe the End Goal

The first way to motivate your team is to describe the end goal. Leaders achieve this by giving them a clear and tangible objective to work towards. By describing the end goal, you provide a big objective that motivates individuals and gives them a sense of purpose. This is particularly useful in ambiguous and volatile times when the path forward may not be clear.

One valuable concept to consider is letting the team know the “Commander’s Intent.” This is a clear and concise statement that defines what “done” looks like and keeps people focused. This military term refers to the practice of clearly communicating the desired end state of an operation, allowing individuals to adapt their actions to achieve this goal. This not only motivates individuals but also fosters a sense of autonomy and responsibility.

2. Set Milestones

The second way to motivate your team is to set milestones. Milestones are the smaller objectives that signify progress toward the end goal. Milestones provide checkpoints for teams to use to measure progress, a potent motivator in its own right. And milestones help the team see see how their work contributes to the larger objectives.

Additionally, deciding on the order of tasks can give individuals a sense of autonomy over the overall project, further boosting their motivation. You may not have been able to choose your end goal, but teams can still look at their expected deliverables and create their own series of checkpoints or milestones that help them feel more in control of the project—and autonomy and control help create intrinsic motivation.

3. Celebrate Small Wins

The third way to motivate your team is to celebrate small wins. This involves acknowledging and appreciating the progress made by individuals and the team, no matter how small. Celebrating small wins helps to motivate the team and signify progress, fostering a positive work environment. And obviously, this method is difficult without establishing milestones in the previous method. Achieving those checkpoints is a perfect time to celebrate small wins.

But wins can be even smaller, like having a good day, completing a task, or receiving help from someone else. Celebrations can be done in various ways, in person over food or drinks, through a round of emails praising the win, or simply just acknowledging the achievement in a team meeting. The key is to make sure the team feels appreciated and valued.

4. Learn from Failures

The fourth way to motivate your team is to learn from failures. Failures are inevitable in any team or project. However, the way you handle these failures can greatly impact your team’s motivation. Instead of blaming others, it’s important to learn from these mistakes and use them as opportunities for growth.

Leaders and influential teammates can help extract lessons from failures and encourage transparency. This creates a psychologically safe environment where individuals feel supported and are more willing to take risks. This not only promotes learning and increases performance, but also fosters intrinsic motivation because learning—even learning through failures—helps people tap into a sense of growth and mastery, both of which are powerful triggers for intrinsic motivation.

5. Turn “Why” into “Who”

The final way to motivate your team is to turn the “why” into “who.” This involves focusing on the individuals or groups that benefit from the team’s work, instead of just relying on the organizational mission or vision statement to motivate for you. Leaders who create a sense of this “pro-social purpose” find themselves leading teams who are more motivated, but also more bonded. Pro-social motivation and purpose are key to intrinsic motivation, helping individuals see the impact of their work.

Knowing who is served by the work helps individuals and the team stay motivated. The specific “who” can vary for each team and individual, but the key is to make sure everyone understands the value and impact of their work.

By implementing these five strategies, leaders can create an environment where team members feel intrinsically motivated and can do their best work. Remember, motivation is not a one-time event, but a continuous process that requires ongoing effort and attention—a process that leads everyone to do their best work ever.

Image credit: misterinnovation.com

Originally published on DavidBurkus.com on November 6, 2023

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Can Leaders Defy Gravity?

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Can Leaders Defy Gravity?

GUEST POST from Mike Shipulski

If you pull hard on your team, what will they do? Will they rebel? Will they push back? Will they disagree? Will they debate? And after all that, will they pull with you? Will the pull for three weeks straight? Will they pull with their whole selves? How do you feel about that?

If you pull hard on your peers, what will they do? Will they engage? Will they even listen? Will they dismiss? And if they dismiss, will you persist? Will you pull harder? And when you pull harder, do they think more of you? And when you pull harder still, do they think even more of you? Do you know what they’ll do? And how do you feel about that?

If you push hard on your leadership, what will they do? Will they listen or dismiss? And if they dismiss, will you push harder? When you push like hell, do they like that or do they become uncomfortable, what will you do? Will they dislike it and they become comfortable and thankful you pushed? Whatever they feel, that’s on them. Do you believe that? If not, how do you feel about that?

When you say something heretical, does your team cheer or pelt you with fruit? Do they hang their heads or do they hope you do it again? Whatever they do, they’ve watched your behavior for several years and will influence their actions.

When you openly disagree with the company line, do your peers cringe or ask why you disagree? Do they dismiss your position or do they engage in a discussion? Do they want this from you? Do they expect this from you? Do they hope you’ll disagree when you think it’s time? Whatever they do, will you persist? And how do you feel about that?

When you object to the new strategy, does your leadership listen? Or do they un-invite you to the next strategy session? And if they do, do you show up anyway? Or do they think you’re trying to sharpen the strategy? Do they think you want the best for the company? Do they know you’re objecting because everyone else in the room is afraid to? What they think of your dissent doesn’t matter. What matters is your principled behavior over the last decade.

If there’s a fire, does your team hope you’ll run toward the flames? Or, do they know you will?

If there’s a huge problem that everyone is afraid to talk about, do your peers expect you get right to the heart of it? Or, do they hope you will? Or, do they know you will?

If it’s time to defy gravity, do they know you’re the person to call?

And how do you feel about that?

Image credit: Pexels

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Nine Actions for Building a Great Team

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Which Resonates with You?

Nine Actions for Building a Great Team

GUEST POST from Stefan Lindegaard

Building a strong team is a multifaceted journey, and there are several key actions that can contribute to the growth and success of a team.

Reflecting on the nine actions for building a great team, which ones do you find your team focuses on the most?

Would you say it is:

1. Cultivating a growth mindset?

2. Enhancing psychological safety?

3. Mapping and engaging stakeholders?

4. Mastering difficult conversations?

5. Improving feedback processes?

6. Addressing individual motivations?

7. Injecting fun into your work environment?

8. Developing networking and learning opportunities?

9. Identifying trust drivers and barriers?

Share your experiences and let’s inspire each other on actions that can shape the dynamics and achievements of your team!

Team Building Stefan Lindegaard

Image Credit: Pexels, Stefan Lindegaard

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Four Forms of Team Motivation

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What Science Tells Us

Four Forms of Team Motivation - What Science Tells Us

GUEST POST from David Burkus

Keeping a team motivated is the one of the most important aspects of a leader’s job. It’s also one of the most misunderstood aspects of a leader’s job. Many organizations still equate “motivating your team” with “designing the right incentives.” But more than four decades of research into self-determination theory have revealed the limits of these types of extrinsic motivators and offers a wealth of insight into intrinsic motivation and how leaders can leverage it.

But even when expanding their perspective on motivation, many leaders still suffer from the misunderstanding of a binary choice between intrinsic and extrinsic motivation. In reality, self-determination theory research suggests that motivation is better thought of as a spectrum with four points along the way: extrinsic, introjected, identified, and intrinsic.

In this article, we’ll outline these four forms of motivation and offer a glimpse at how to leverage the most overlooked form when motivating your team.

The Four Forms Of Motivation

1. Extrinsic Motivation

Extrinsic motivation refers to the external factors that drive individuals to take certain actions or adopt specific behaviors, whether it involves completing a task or achieving a personal objective. These external influences can take the form of rewards, promotions, prizes, and so on. Extrinsic motivation can work well in the short-term when the tasks being incentivized are clear and individuals know how to achieve them. However, extrinsic motivation often falls short in terms of providing genuine meaning. The impact of reward-based motivation tends to be inconsistent and frequently ineffective. In addition, when the path towards completion is unclear—extrinsic motivation tends to fall apart.

2. Introjected Motivation

Introjected motivation can be understood as an internalized form of motivation, similar to intrinsic motivation. However, it refers to a specific a sense of pressure to perform in order to receive validation or approval from significant individuals, such as bosses or influential colleagues. This type of motivation is more prevalent than commonly realized and impacts individuals in two distinct ways. First, individuals can be motivated to perform tasks to bolster their feeling of self-worth (introjected approach). Second, individuals can be motivated to perform tasks to avoid feelings of failure or diminished self-worth (introjected avoidance).

However, both forms of introjected motivation are difficult to sustain. In addition, introjected avoidance in particular can have long-term harmful effects—since it’s basically indistinguishable from emotional manipulation.

3. Identified Motivation

Identified motivation pertains to a type of motivation where individuals recognize or acknowledge the necessity of performing or completing a task, yet they have not yet taken action to fulfill this need. Identified motivation is what is felt when people may not be motivated to do a task but know that doing it is important. It is a potent form of motivation that primes individuals for action. And is especially powerful in a work context because relying on others to become motivated is generally impractical in most situations.

However, this form motivation is also quite underutilized because it requires connecting the work of an individual or team to something important enough to create a feeling of identified motivation. While most organizations have a mission or purpose statement—connecting specific tasks to that mission or purpose is often overlooked.

4. Intrinsic Motivation

Intrinsic motivation refers to internal drives that are subjective in nature, emerging from actions that align with personal values or bring pleasure in performing a task. It is experienced in the present moment when individuals engage in activities they find enjoyable or meaningful.

However, intrinsic motivation is subjective and can be challenging to manage and harness effectively, since so much depends on the specific person and what satisfies them. That is why, despite studies suggesting intrinsic rewards have a stronger motivating effect compared to extrinsic ones, there is no universally applicable method or approach.

Three Ways to Motivate Your Team

Looking at the entire spectrum of motivation, it’s pretty apparent that identified motivation is both powerful and underutilized for motivating your team. Intrinsic motivation is great, but it’s not possible all of the time. Some tasks are vital, just not enjoyable. When that is the case, identified motivation can become the motivator of choice. And there’s three specific ways to leverage identified motivation.

1. Provide Purpose

The first way to motivate your team through identified motivation is to provide purpose. Ultimately for introjected motivation to work, people have to feel the tasks they’ve been assigned are important. And the most effective way to help them feel that way is to demonstrate how they serve a bigger purpose. More specifically, connecting the team’s effort to a “prosocial purpose.” Identified motivation is most powerful when the tasks needing completion are seen as tasks that promote or protect the well-being of others (sometimes also called prosocial motivation). For leaders, this means answering the question “Who is served by the work that we do?” and then reminding the team of that answer on a regular basis.

2. Connect to Values

The second way to motivate your team through identified motivation is to connect to values. Once purpose is established, it’s important to make the shared values that undergird that purpose salient. You’re working for something specific in the world—because you share a certain set of values that dictate the change you’re working for. Those shared values can be a powerful way to leverage identified motivation when discussing seemingly unimportant tasks. Those tasks may not be enjoyable, but they’re critical to achieve the purpose and hence critical to staying aligned with shared values.

3. Add Autonomy

The third way to motivate your team through identified motivation is to add autonomy. For tasks that don’t have a specific set of instructions—and for tasks that are not intrinsically motivating—allowing people to have a say in the way they achieve the task can be a powerful way to motivate them. Autonomy is a powerful motivator not only because it allows individuals to adjust their tasks into ways they may find enjoyable, but also because it eliminates the feeling of manipulation that people may have experienced when they’ve felt introjected motivation in the past.

Motivating your team can be tricky—much of the common practice in organizations seeks to leverage less powerful, more difficult forms of motivation. But by focusing on intrinsic and identified motivation, you can give your team a renewed zeal and help them do their best work ever.

Image credit: Pixabay

Originally published on DavidBurkus.com on May 22, 2023

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The Science of Motivation: Energizing Teams for Innovation

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The Science of Motivation: Energizing Teams for Innovation

GUEST POST from Chateau G Pato

Motivating teams is a critical aspect of driving innovation within organizations. Research has shown that motivated teams are not only more productive but also more likely to generate innovative ideas and solutions. The science of motivation explores various factors that influence team members’ engagement, enthusiasm, and intrinsic drive to excel. By understanding and applying these principles, leaders can effectively energize their teams and foster a culture of innovation. Let us examine two case study examples that illuminate the power of motivation in driving innovation.

Case Study 1: Google’s 20% Time

Google, the tech giant renowned for its innovative products and services, instituted a program called “20% Time” that empowered employees to spend 20% of their work time on self-directed projects unrelated to their assigned responsibilities. This initiative gave team members autonomy and intrinsic motivation to pursue their passions and explore new ideas. As a result, several groundbreaking innovations, such as Gmail and Google News, were born during this designated time. The 20% Time program showcased that when individuals are motivated by personal interest and given the freedom to experiment, it can lead to remarkable results and spur innovation within the organization.

Key Takeaway: Allowing team members to pursue self-directed projects fosters motivation, creativity, and innovation.

Case Study 2: Netflix’s “Freedom and Responsibility” Culture

Netflix, the global streaming giant, has built a reputation for disruptive innovation and original content. Their unique “Freedom and Responsibility” culture empowers employees by decentralizing decision-making and promoting individual ownership. By avoiding strict top-down rules and encouraging freedom, Netflix effectively taps into intrinsic motivation within their teams. Individuals are motivated to take responsibility for their work, think outside the box, and take risks without fear of failure. This culture has enabled Netflix to pioneer numerous game-changing services, such as personalized recommendations and binge-watching, driving continual innovation in a highly competitive industry.

Key Takeaway: Cultivating a culture of freedom and responsibility empowers individuals to think creatively and take ownership, fueling innovation.

The above case studies illustrate the power of motivation and its impact on team innovation. Leaders seeking to energize their teams can apply several effective strategies, such as the following:

1. Foster Autonomy: Provide team members with the freedom to explore personal interests and self-directed projects, unleashing their intrinsic motivation and encouraging innovation.

2. Encourage Risk-Taking: Create a safe environment where employees feel encouraged to take calculated risks and learn from failures. This mindset promotes creativity and engages individuals in pushing boundaries.

3. Recognize and Reward Achievement: Acknowledge and celebrate team members’ accomplishments, reinforcing their motivation and inspiring them to excel further. Recognition creates a positive feedback loop that sustains motivation and innovation.

4. Align Goals with Purpose: Connect team members’ work to a broader purpose by communicating the impact of their contributions. When individuals understand the significance of their work, they are more motivated to innovate and drive positive change.

Conclusion

Motivation is a vital catalyst for driving innovation within teams and organizations. By understanding the science behind motivation and implementing effective strategies, leaders can energize their teams, foster creativity, and inspire a culture of continuous innovation. By learning from the successes of companies like Google and Netflix, organizations can create environments that empower individuals, leading to breakthrough ideas and sustained growth.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Unsplash

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Empowering Employees: Engaging and Motivating Change Agents

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Empowering Employees: Engaging and Motivating Change Agents

GUEST POST from Art Inteligencia

In today’s rapidly evolving business environment, organizations need to be agile and innovative to stay competitive. To drive meaningful change and foster a culture of continuous improvement, organizations must empower their employees to become change agents. By engaging and motivating employees, businesses can harness their expertise, passion, and creativity to navigate challenges and seize opportunities. In this thought leadership article, we will explore two inspiring case studies that highlight the power of empowering employees as change agents.

Case Study 1: Adobe’s Kickbox Program

Adobe, a global software company, developed an innovative employee empowerment program called Kickbox. Recognizing the need to unleash entrepreneurial spirit and accelerate innovation among its workforce, Adobe introduced this program to encourage employees to pursue their ideas and passions.

Through Kickbox, employees receive a literal red box containing various resources, including a prepaid credit card, a guidebook, and other tools they need to experiment with their ideas. The employees are then encouraged to take risks, explore new concepts, and validate them by seeking feedback and support from their colleagues and mentors.

One standout success story from the Kickbox program is the creation of Project Mighty, a digital pen and ruler device that seamlessly integrates with Adobe’s software. An Adobe employee, inspired by Kickbox’s encouragement and resources, developed the concept for Project Mighty. This empowering initiative enabled employees like him to contribute their ideas and bring them to fruition, leading to the development of an innovative product that enhanced Adobe’s offerings.

The Kickbox program exemplifies the power of giving employees the freedom, resources, and support to pursue their ideas and passions. By fostering a culture of innovation and providing employees with the tools they need, organizations can empower individuals to become change agents capable of driving significant transformation.

Case Study 2: Patagonia’s Environmental Activism

Patagonia, an outdoor clothing and equipment company, demonstrates how a strong sense of purpose and employee engagement can propel an organization to become a force for positive change. Patagonia has long been dedicated to environmental activism and sustainability. Central to their ethos is the belief that employees should not only be passionate about their work but also contribute to a higher cause.

To empower employees as change agents, Patagonia implemented various initiatives. One such initiative is the “Earth Tax,” where the company donates 1% of its sales to grassroots environmental organizations. This program allows employees to actively participate in decision-making by recommending and voting on organizations to receive the donations, fostering a sense of ownership and advocacy.

Furthermore, Patagonia also offers its employees the opportunity to participate in environmental internships. Employees can take paid leave to work with environmental organizations and learn firsthand about the challenges and solutions related to sustainability. This program not only empowers employees to become environmental change agents but also enriches their personal and professional growth.

Through its commitment to environmental activism and employee engagement, Patagonia has not only built a successful business but also spearheaded changes within the industry. By empowering employees to actively contribute to a bigger purpose, organizations can create a workforce that is passionately dedicated to making a positive impact.

Conclusion

The case studies of Adobe’s Kickbox program and Patagonia’s environmental activism demonstrate the power of empowering employees as change agents. By providing the necessary resources, support, and a sense of purpose, organizations can unlock the untapped potential within their workforce. Whether through innovation initiatives like Kickbox or commitment to a higher cause like environmental activism, engaging and motivating employees fosters a culture of continuous improvement and strategic transformation.

In today’s dynamic and competitive marketplace, organizations that invest in empowering their employees as change agents gain a significant advantage. By nurturing creativity, fostering ownership, and aligning employees’ passions with organizational goals, businesses can harness the collective strength of their workforce to drive innovation and elevate their industry position. When organizations recognize the power of their employees as change agents, they can truly thrive and make a lasting impact on both their employees and the world around them.

Bottom line: Futures research is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futures research themselves.

Image credit: misterinnovation.com

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Creative Leadership: Strategies for Inspiring and Motivating Teams

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Creative Leadership: Strategies for Inspiring and Motivating Teams

GUEST POST from Chateau G Pato

As a leader, nothing is more rewarding than inspiring a team to success. Creative and effective leadership can be the difference between a team that works well and one that fails. Fortunately, there are specific strategies that leaders can deploy to ignite creativity and motivation in their teams.

Communication

Great communication is the foundation of creative leadership. Leaders should strive to be transparent, consistent, and encouraging with communications. This helps to ensure that teams have a well-defined purpose, are motivated to reach their goals, and understand exactly what is expected of them. Additionally, leaders should encourage team members to express their own ideas and challenges in order to foster collaboration and innovation.

Goal-Setting

One of the most important responsibilities of a leader is to help set and communicate achievable goals for the team. Goals should be time-sensitive, realistic, and measurable, so that team members have a clear target to strive for. Additionally, leaders should recognize and celebrate accomplishments, big and small, to boost morale and foster a sense of motivation within the team.

Incentives

Incentives are a powerful way to motivate the team. Monetary rewards or recognition for a job well done can be highly motivating. Leaders can also offer incentives such as extra vacation time, flex-time, employee-development programs, or other rewards that align with the team’s culture and values.

Case Study 1 – Ryan’s Auto Body

Ryan ran a successful auto body shop. To motivate his team, he provided incentives and rewards for a job well done. He offered bonus vacation time as well as employee-development programs. Ryan also set team goals and was sure to recognize and celebrate their successes. As a result, his team was motivated and creative, resulting in increased efficiency and productivity.

Case Study 2 – Cuisine of the Future

Patrick was the head chef of a high-end catering company. He communicated clearly with his team and encouraged them to express their own ideas and challenges. He also created a goal-setting system with time-sensitive criteria for success. As a result, Patrick’s team was inspired to come up with innovative dishes and techniques that elevated the company’s reputation even further.

Conclusion

Leadership is an important part of any team’s success. By utilizing effective strategies such as properly communicating expectations, setting achievable goals, and offering incentives, leaders can inspire and motivate their teams to greatness. With the right strategy, any leader can empower their teams to reach extraordinary heights.

Image credit: Pexels

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Interview with Retired President X

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Interview with Retired President X I had lunch in 2009 with the recently-retired president of a multi-billion dollar company and had a great conversation about innovation, leadership, and culture. The insights are still relevant and he enjoys his private life so I won’t be naming any names, but I will share some of the key insights and advice for innovators that came out of the conversation.

Don’t be afraid to pay people well. When people aren’t busy worrying about money, they can focus on how to get more money into the business instead of trying to figure out how to get more money out of the business for themselves. Removing money from the equation also increases the chances that employees will bring their best ideas to the business instead of leaving to create a startup based on them.

If you are an innovator and want to develop your idea within the company you are working for (whether it is an incremental innovation or a radical innovation), try to take it to someone who can say yes. There are far too many people in organizations that are trained to say no, and far too few who are equipped to say yes. Unfortunately, most organizations reinforce the importance of saying no, without empowering enough managers to say yes.

Run as flat an organization as possible is crucial to innovation. Flatter organizations have fewer people in the middle to say no, and flatter organizations require managers to push more decisions to the edges of the organization. Pushing decisions to the edge of an organization tends to result in better decisions. The farther removed you are from all of the factors in decisions, the less successful you will be in making them correctly.

Echoing former Halliburton CEO John Gibson’s thoughts – people brought in to help re-make the organization will ultimately be defeated by the processes and culture of the organization. Organizational change must occur from within and will generally occur quite slowly.

Big ideas should be separated from the main organization into a new organization funded by the board of directors and reporting directly to them. They should also be staffed with employees from outside the main organization as well (except maybe Finance to enable consistent reporting). When you try and keep these potential radical innovations within the main organization, inevitably conflicts of interest will emerge between funding the idea and funding other transitory short-term leadership priorities.

Upper management doesn’t generally know the best ways to effectively improve individual components of the organization. One approach to maximizing incremental innovation and improvement possibilities is to give the employees (not management) of a factory, a business unit, etc. a pile of money to use to improve the organization. You will be surprised how quickly employees can self-organize to determine the best uses for the money, how good they will be in selecting the best improvements to fund, and how fast stories about such an effort will spread to other parts of the organization.

When people have an idea, they often just jump in and start developing the idea (even those ideas that others have had before), often reinventing the wheel and repeating many of the mistakes of those who have gone before them. To reduce waste and to accelerate success, consider having people submit a short research paper on the area of innovation they plan to pursue (to show that they have researched those that have gone before them). At the same time, somehow we have to find a better way of capturing the learnings from failed efforts for those undertaking new projects to learn from.

Finally, President X expressed that he would encourage anyone about to rise to the top job to take a break before assuming the top job to refresh, reflect, and to bring renewed energy and insights into the job. Whether or not you are in the top job or several levels down, I think there are some interesting insights to ponder here.

What do you think?

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