Nothing great in the world has been accomplished without passion. Georg Wilhelm
In my last two posts, I discussed how I started to think about leaders I’ve worked with and what the good ones had in common. And that the more I thought, the more their success seemed to mould itself around the answers to a few relatively simple questions.
I thought of six main questions which of course then lead on to a number of subsidiary ones. I asked the first two main questions on 8th April
Do people know why they are here?
Do you share the thinking?
and the second two on 11th April
What counts with you?
Are your managers up to the challenge?
Here today are the last two questions!
Do you really know what do they care about
Do you know what the people in your team are genuinely passionate about? When was the last time you saw that spark in the eyes which shows real passion? It may have had nothing what so ever to do with work. What about when they are talking about the favourite soccer team.
Do you ever see anything like that when they are talking about work?
Perhaps not but there will be kinds of work, and things associated with work, that mean more to them than others.
You need to know those who work closest to you well enough to know what they are interested in! It is then up to them to do the same thing for their own team but you can ask if they have!
If you can, find roles for your team that aligns their work with their interests.
Occasionally, that can mean taking a risk and putting someone in an area where they don’t have much experience. But if performance in another role makes you think they can succeed in the new one, it’s usually worth it! Their passion will fuel a strong desire to learn and grow. Once they’re up to speed, that passion can become a strong driver of innovation and growth.
Do you trust your people and do they know that?
One of the best things you can do is to let your managers know that you trust them and that you don’t intend to interfere in the day to day management of the organisation.
If they are any good, they will breathe a huge sigh of relief and double their commitment to you and your vision!
If you don’t trust them, you need to sort it out with them or move them out.
You won’t find that passion and commitment to the vision that I talk about above without trust.
Without trust your organisation will not deliver the superb performance that you crave.
Have the honesty to know if the real issues with trust are about you and not them. If that is so, it is up to you to change yourself before you try to change them
So that is my list. I’m sure it is by no means exhaustive? What would you have expected to see? What would you like to add? It has been quite a journey and I would love to hear from you
- On Vision and Leadership (linked2leadership.com)
- Business Leadership: The Vision Thing (bizcovering.com)
- Seven questions for Leaders from Seth Godin
Wendy Mason works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her at firstname.lastname@example.org or ring ++44(0)7867681439