INSPIRE OTHERS
WHY IT MATTERS
Leaders have the opportunity to help people do and achieve more than they ever could if left to themselves and their own devices. People sometimes need someone else to challenge and drive them if they are going to give and be the very best that they can. They need someone to help them see and feel what they might not see and feel themselves. Leaders that inspire others will get more accomplished and go farther because they can reach inside of people and touch the part of them that longs to be extraordinary and make a lasting difference to the world in which they live. Leaders that fail to inspire their people never harness the full potential for good that is lying dormant inside of them, just waiting to be ignited.
WHAT IT LOOKS LIKE
Leaders that inspire others know that inspiring people is about touching their heart and mind. In their efforts to inspire people they don’t rely solely on the equivalent of organizational pyrotechnics, motivational tactics, or over-the-top programs that are clearly stretching for energy and meaning. They invest their efforts into helping individual people want to be the very best version of themselves. They help people want to freely offer whatever it takes to get the job done and give their best to the organization.
Leaders that inspire others communicate a real and authentic purpose that people can genuinely get excited about. They open up fascinating doors of possibility to what the organization can accomplish. They create a realistic but compelling vision that touches the intrinsic part of people that makes everyone want to be relevant and meaningful. They craft their vision in a way that is memorable without being “too good to be true” or “over the top.”
Leaders that inspire others are masters at finding ways to help people keep the big picture in view and their motivation strong. They can sense when morale is low and know how to refresh people’s memory and rekindle their fire and passion. They don’t assume everyone will automatically understand, feel, or align to their mission. They teach and reteach the “why” of the work in fresh and compelling ways.
Leaders that inspire others know followership is a choice, and is not earned by title alone. They win the loyalty of their people because of the way they treat them. They win people over to their cause through genuine care and service. They show constant gratitude. They know people are more prone to be inspired when they are complimented for what they do right rather than criticized for what they don’t. They are quick to say thank you and point out what people do well.
Leaders know people want to be trusted. They have confidence in their people. They place critical work upon people’s shoulders and believe the challenge will incite them to rise to the occasion. They give their people mountains to climb and the space and confidence to do it.
Leaders that inspire people show personal passion and excitement for the work. Other people feel and feed off of their energy. They bring an optimistic attitude and genuine feeling of satisfaction to their work that others sense and want to feel too.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
Leaders have the opportunity to help people do and achieve more than they ever could if left to themselves and their own devices. People sometimes need someone else to challenge and drive them if they are going to give and be the very best that they can. They need someone to help them see and feel what they might not see and feel themselves. Leaders that inspire others will get more accomplished and go farther because they can reach inside of people and touch the part of them that longs to be extraordinary and make a lasting difference to the world in which they live. Leaders that fail to inspire their people never harness the full potential for good that is lying dormant inside of them, just waiting to be ignited.
WHAT IT LOOKS LIKE
Leaders that inspire others know that inspiring people is about touching their heart and mind. In their efforts to inspire people they don’t rely solely on the equivalent of organizational pyrotechnics, motivational tactics, or over-the-top programs that are clearly stretching for energy and meaning. They invest their efforts into helping individual people want to be the very best version of themselves. They help people want to freely offer whatever it takes to get the job done and give their best to the organization.
Leaders that inspire others communicate a real and authentic purpose that people can genuinely get excited about. They open up fascinating doors of possibility to what the organization can accomplish. They create a realistic but compelling vision that touches the intrinsic part of people that makes everyone want to be relevant and meaningful. They craft their vision in a way that is memorable without being “too good to be true” or “over the top.”
Leaders that inspire others are masters at finding ways to help people keep the big picture in view and their motivation strong. They can sense when morale is low and know how to refresh people’s memory and rekindle their fire and passion. They don’t assume everyone will automatically understand, feel, or align to their mission. They teach and reteach the “why” of the work in fresh and compelling ways.
Leaders that inspire others know followership is a choice, and is not earned by title alone. They win the loyalty of their people because of the way they treat them. They win people over to their cause through genuine care and service. They show constant gratitude. They know people are more prone to be inspired when they are complimented for what they do right rather than criticized for what they don’t. They are quick to say thank you and point out what people do well.
Leaders know people want to be trusted. They have confidence in their people. They place critical work upon people’s shoulders and believe the challenge will incite them to rise to the occasion. They give their people mountains to climb and the space and confidence to do it.
Leaders that inspire people show personal passion and excitement for the work. Other people feel and feed off of their energy. They bring an optimistic attitude and genuine feeling of satisfaction to their work that others sense and want to feel too.
BELIEFS
- Inspiring people is not about gimmicks or magic tricks. Inspiring people means finding ways to really touch their hearts and minds.
- If you are going to inspire someone you need to be inspired yourself.
- Feeling believed in and trusted will inspire people more than any program or speech ever will.
- Inspiring people means more than just motivating them. Inspiring people takes motivation and makes it personal.
- Inspiring people is about touching the heart and mind to where people voluntarily drive the cause forward.
- Every person wants to be a part of something great and truly meaningful. If you can create meaning, you can create inspiration.
- People want to be inspired. They are just waiting for someone or something to awaken them.
- You win permission to inspire people through how you treat them, serve them, and care for them.
BEST PRACTICES
- Energize people with a compelling vision.
- Build self-confidence in others.
- Help people see what it is possible to achieve.
- Show people you believe in them.
- Treats people with genuine kindness.
- Bring a contagious energy to work each day.
- Look to uplift and encourage others.
- Reward people with incentives.
- Ensure the end goals are clear to everyone.
- Create a reason for people to give their all.
- Bring out the best in people.
- Gain loyalty through the way you treat people.
- Be optimistic and happy about the work.
- Provide people with meaningful work.
- Knows what makes people tick.
- Help people see their opportunity for good.
- Paint a vision people want to be a part of.
- Allow people room to be creative.
- Give people ownership over their work.
- Show people their meaning and value.
- Teach and reteach the vision and mission.
- Say thank you and show gratitude often.
SELF-REFLECTION
- Do I create authentic reasons for people to be inspired about the work, or do I rely on superficial means?
- Do I help people envision their potential, or do I fail to expand their vision of what could be possible?
- Do I regularly communicate the “why” of the work, or do I fail to remind people why what they are doing matters?
- Do I keep the big picture and vision in front of people, or do I allow people to get too swallowed up in the details?
- Do I win the loyalty of my people through the way I treat them, or do I treat them in ways that create dissolution?
- Do I show people that I trust and need them, or do I make people wonder if I have any confidence in them at all?
- Do I show the kind of passion and optimism that gets others excited, or do I leave them wondering if I love what I do?
- Do I show gratitude to people for what they do, or do I take for granted their hard work and efforts?
- Don’t try to be so inspiring that people begin to question your sincerity and real motivations for what you are trying to do.
- Don’t plan on being able to inspire everyone, as some people will always just show up and give the minimum required.
- Don’t let your inspirational efforts lose their power because you apply them so often they become the new normal.
- I am very clear about why I do the things I do.
- Telling someone when they’ve done a good job is important.
- People tend to take my advice.
- You should always make time to thank someone who is working hard.
- I like to get others excited about a project.
- Every team needs a cheerleader.