be very motivating for many people. Steve Jobs at Apple could be very rude with people but also very proud of their achievements and would often express the fact publically.
Effective leaders do pay attention to their team members’ lives
“Life is too short to be small.” Benjamin Disraeli
Powerful leaders care about their team members’ personal lives. Tey know how to pay good attention to people with whom they are working. Tey are sensitive to their people’s reactions when facing life’s challenges. In other words, they are very conscious of the human side of work and have a genuine care for those around them.
Trust is the key condition for high levels of motivation
“We trust those who have our best interests at heart, and mistrust those who seem deaf to our concerns.” Gary Hamel
To motivate people, leaders must build trust. In order to do so they must be both credible and reliable. Trust is a pre-condition for a healthy and energising environment. However, it is difficult to build yet, once built, easy to destroy. Trust is created not through nice words but through good behaviour. It has been shown that strongly egocentric leaders
34 | June 2017 |
are ineffective at creating the trust required to trigger great performance and happiness in the workplace.
Motivating leaders takes responsibility
“We are made wise not by the recollection of our past, but by the responsibility of our future.” George Bernard Shaw
Leaders who can help people motivate themselves are not afraid of acknowl- edging their mistakes. Tey also avoid blaming and are good at transforming their mistakes, as well as the mistakes made by others, into opportunities. Tey stand up for themselves and for their people. Not only is there trust around, but also the pride of belonging to the team or the organisation. Tey feel responsible and make the team members feel the same way.
Te world is constantly changing and organisations are changing in response. Te need to come together in co-located environments is no longer necessary. People can now stay home or work on the road and use the information tech- nologies to do their work. It is a “plug and play” world! Te new generation of corporate partners is getting more and more demanding in some key
areas. Here is what some of them say: ``
Give me space to do what I think is important.
`` `` `` ``
Allow me to experience, at least from time to time, “privileged moments”. Do not treat me as a follower. Lead us with “taste”.
Promote innovation in all activities.
Do not give me a career, but make me employable.
Challenge my mind and make me grow in an unexpected way.
Terefore, the role of the leader is, more than ever before, determined by the need to create environments where people meet from time to time to recharge their batteries, get some inspiration and go through what we call a “Mind Expansion” experience. A new dimension of organisational motivation in the making.
Want to see how your skills rate? Te authors have created a quiz to test your levels of motivational expertise. Visit http://www.trainingjournal.com/
Pierre Casse is leadership chair at IEDC-Bled School of Management and at the Moscow School of Management and can be contacted at pierre.ca
Artem Konstandian is a member of the Presidential Board on Jurisdiction of Armenia and member of the Board of Directors of Ardshinbank (Yerevan, Armenia)
| Page 2
| Page 3
| Page 4
| Page 5
| Page 6
| Page 7
| Page 8
| Page 9
| Page 10
| Page 11
| Page 12
| Page 13
| Page 14
| Page 15
| Page 16
| Page 17
| Page 18
| Page 19
| Page 20
| Page 21
| Page 22
| Page 23
| Page 24
| Page 25
| Page 26
| Page 27
| Page 28
| Page 29
| Page 30
| Page 31
| Page 32
| Page 33
| Page 34
| Page 35
| Page 36