INSPIRED LEADERSHIP - NOT JUST FOR BUSINESS

 

Most people have met inspirational leaders during their lives.  They tend to be understanding or even introverted – rarely seeking attention for what they do as they prefer to find their recognition in what has been accomplished.  They do not worry about who gets the credit for an idea or a job well done – they prefer to share in the positive results and selflessly distribute praise to others involved.  They are typically the first to accept responsibility for failure and most vocal in shielding those that may have been involved but were not accountable for whatever may have misfired. Inspirational leaders tend to go through life as the base of a pyramid, providing support for the whole – the cornerstone bearing most of the weight - rather than seeking to be the stone elevated to the top that everyone sees but truly serves little purpose. 

Inspirational leaders are not always the captains of industry.  They can often be the power behind the throne, making things happen through their subtle influence rather than their obvious demands.  They are typically great communicators – be it through the written or spoken word, a poignant pause, a raised eyebrow, a strengthening smile or an encouraging nod of the head.  To truly inspire others towards action – influencing their DESIRE to perform as required rather than DICTATING what must be done – we must first understand what motivates ourselves before we can begin to motivate others.

Different things motivate different individuals, but everyone is motivated by something.  Money?  Success?  Comfort?  Recognition?  When we manage people it is imperative that we identify what is important and meaningful to them as we ensure that our own motivations never supersede the needs and requirements of those being led (which can only occur if one truly takes an interest in those being managed).  Recognizing that “mature” workers prefer rules (and their consistent application) to an individualized approach of employee discipline, for example, helps us understand why they might react differently than a worker just out of college who would prefer “group-think” and “second chances” (and might think/respond/react differently should we apply rigid and absolute interpretations of rules or procedures).  Understanding that sales people often prefer public recognition, freedom from structure and broad parameters in which to operate while administrative professionals would like enforceable standards of conduct and measurable objectives helps to clarify the friction that often exists between more structured “anchors” and more free-spirited “sails.”  Values, experiences, socio-economic status, learning styles, and “stage-of-life” all strongly influence behavior at work and must be considered before attempting to lead. 

Beyond age, aptitude, experiences, and social status, there are subtle motivational influencers we must acknowledge when leading others.  These less obvious critical human factors would include:

• How one wishes to be recognized for their accomplishment
• When (and in what manner) credit is preferred for contributing a good idea (or correction is best and most productively heard)
• How much freedom an individual needs (wants or simply desires)
• When should a person be allowed to learn from failure without fear of reprisal (vs. being stopped and corrected before failure becomes reality), and
  
• How confidence can be instilled in others by their knowing someone is there to “support them and pull them along” rather than to “push them into unchartered waters expecting immediate results” 

As a parent would raise a child, a manager often finds him or herself in situations where both praise and punishment must be administered – and understanding an individual’s personality, upbringing and values becomes invaluable when leading them to seek success without inhibiting their growth.  Inspirational leaders treat those being lead with dignity, respect and EQUITY (rather than equality) as they know every person has been given different tools, abilities and resources that must be blended into the workings of the whole with each contributing in a manner that allows them to achieve both personal and organizational success.  Expecting (or implying the expectation) that everyone will contribute equally to the resolution of a problem or situation unfairly burdens those that would prefer (and are good at) “doing” while holding back those that are creative, innovative and willing to take well-considered risks.

A good leader demands respect – a great leader receives it without asking.  A good leader is able to accomplish change – a great leader initiates change exponentially greater than he or she could anticipate by leveraging the creative power of each individual working for him or her and channeling it towards the accomplishment of a common goal.  A good leader pushes his or her people to perform – a great leader creates a vision then gets out of the way so that his or her people can move forward together towards its accomplishment without fear of reprisal should they need to learn from failure along the way. 

Great leaders often minimize what someone cannot do or how he/she might be different than everyone else preferring to focus instead on individual strengths and the value of including diverse experiences, perspectives and ideas within the decision-making process – and how those unique characteristics can be leveraged to develop and implement creative solutions.  Recognizing and acknowledging our own motivators will help us to be better leaders – understanding them will help us become better individuals.  Providing an environment in which everyone can operate to their highest potential will help them to become good employees – creating an environment where they are able to work together towards a common goal without fearing resentment or failure as they contribute equitably to the implementation of potentially alternative solutions will help them to become better people.

Truly great and inspirational leaders put others ahead of themselves as they become the wind beneath the wings of those encouraged and allowed to soar to great heights.  They rise with those around them, being pushed upwards by the group’s accomplishments rather than stepping upon individuals beneath them as they climb the ladder to personal success.  Leadership is not innate as it takes much study, self-sacrifice and practice to transform a good manager into a great leader (and it is made easier if an individual is “wired” to lead and that strength is recognized through appropriate profiling before being given the opportunity to lead).  While management techniques can be learned and applied to create a specific outcome, leadership is an art that must be demonstrated by how we react and respond to others and in the way we live and act everyday – the consistency that allows others to count on you doing what you say you will do whether they like it or not.  While leaders and managers are both able to get things done, a strong manager demands obedience and compliance while a great leader instills confidence and trust. 

Individuals forming successful relationships within a non-supervisory or leadership capacity (whether inside or outside of work) share the same tendencies but they are rarely acknowledged.  Instead, terms like “kind, warm and understanding” rather than “tough, selfish and self-centered” are more often used outside of the workplace when, in reality, the same characteristics that make a leader great tend to make a person great within their personal relationships.  Putting another (rather than yourself) first, understanding the needs of others before prioritizing and communicating your personal needs, allowing another to learn from failure – even if it might hurt – are subtle characteristics that can create (or destroy) effective and meaningful relationships.  Inspirational leaders often work behind the scenes to accomplish what must be done.  The same is true within relationships – supporting another to encourage their success while finding joy in what others might think of as being mundane (though their work is often the “glue that holds things together” rather than the polish that everyone else sees) and caring more for another than you might care about yourself are behind the scenes strengths that are too infrequently praised.  Dominating, dictating or “winning at any cost” are attitudes that tend to poison relationships (much like they destroy mutual dignity and respect within a workplace setting).  While we all may want to “leave work behind” when we go home (or leave what happens at home outside the door when going to work), do not leave behind the positive characteristics that make us good at what we do because they are often the same strengths that make us good at being who we are.