Level Insight 4: How Senior Leaders Motivate Others

Recently the following question was asked by a new CEO: “What do you believe is the best way to motivate employees?” Interesting question on a variety of fronts, not the least of which is that it was asked by a leader already in the job of motivating people. This is the type of question that should have been asked way before game time. Regardless, it did cause us to pause, reflect, and jot down some notes.

Every person is motivated differently – We do not believe in the “one size fits all” approach to people. Senior executives need to take the time to know the folks who work with them and for them. With that time comes understanding and trust, and subsequently, productive engagement that leads to a winning team.

If we look at the question from what has motivated each of us and turn it around and apply it to ourselves, we would say there are three major points each of us would need to do (and hope we would do).  This should be your own personal three point check list as you get ready to take over the helm of a senior leadership position.

1. Do my job.  My job is to lead; and, during these time of major change and upheaval – lead from the front. What this involves is clearly defining our purpose, establishing the boundaries around which we operate, building the top management team, and focusing on execution – performance. All done in that order and in an expeditious manner.

2. Allow others to do their job.  That translates into providing the space and time for others to think as well as do; be available to provide timely and appropriate guidance – what the military calls “commander’s intent” so we are all on the right sheet of music and right tempo; give them the right tools and skill sets – the resources needed to get the job done right, the first time; and, in many cases most importantly, give them the support. I have worked best when I have known that my boss “has my back”.

3. Recognize and reward great performance. We need to value each person on the team and they need to know we value them. That starts with everyone knowing what is expected of them, providing them with the wherewithal to get the job done, and then recognizing success. It is about a culture of meritocracy. Great bosses spend their time with those people who perform to the standards set by the organization. These great bosses did not waste energy and resources on people who, after being given the right guidance, resources and skill sets, do not meet the standards that have been set.

When we at Level4 look over own careers and think about the great leaders we have worked for, especially during times of major challenges, they all seem to us to have four behavioral traits in common – behavioral traits which we support many leaders to grow and leverage through coaching:

• VISION – constantly displays the ability to rise above the current fog of confusion, sense the future endstate, create the azimuth, and clearly communicates the value of the change.

• ACTION – shows a relentless orientation – a state of focused readiness – towards performance by him/herself and his/her team that involves appropriate risk taking and moral courage.

• PASSION – evokes a total and personal commitment and belief in the vision and the criticality of the whole team in accomplishing the vision

• INSPIRATION – displays mastery in energizing others to a higher level of excellence in both thinking and performing.

A great boss (and leader) once told me that “there are no timeouts in this business.” He was talking about the mantel of leadership and he was right. The CEO who asked the question that started this discussion thought he could call a time out after the game began. He was wrong, but you can learn from his mistake.