How leaders can inspire teams to improve their performance
There is certainly no shortage of self-help books. Not that it seems to deter anyone from adding to the stack. Indeed, with the unprecedented isolation created by the coronavirus likely to inspire increased self-reflection, it would not be surprising to see the numbers increase further.
Elevate: Push your limits and unlock the success of yourself and others actually appeared before the pandemic hit. But in an age when organizations around the world are looking for new ways to motivate and inspire their employees, they might find an audience they might not have had before. At the heart of this concise book is the idea of ’capacity building’, which the author Robert glazer described as “the method by which individuals seek, acquire and develop the skills and abilities to consistently perform at a higher level in pursuit of their innate potential”. And he specifies that it is not a question of doing more. “It’s about doing more of the good things. ”
Like many other self-help guides, Glazer emphasizes the importance of the spiritual aspect – understanding who you are and what you want out of life – and the emotional – how you respond to difficult situations, the quality of your relationships and others – as well as the physical and the intellectual. “Capacity building begins with understanding these four interconnected elements and then developing them individually and simultaneously,” he writes.
He recognizes that physical ability is the easiest to understand since everyone knows that doing a little more each day at the gym, for example, improves conditioning and leads to the significant improvement you are looking for. But he argues that a similar approach can be taken for the other elements. Moreover, he claims that building your own abilities also helps those around you.
Managing Director of the Marketing Agency Acceleration partnersGlazer says that focusing on building capacity “within ourselves and in our teams” is one of the foundational principles the company has used to create an award-winning culture. “The goal of a leader should be to inspire and raise expectations so that team members can simultaneously improve in all areas of their lives, including leadership, time management, prioritization, decision making, self-awareness and self-confidence, ”he says.
With a focus on leaders who work to bring out the best in themselves and in others, Elevate recalls the work of the California-based talent development and research organization, the Wiseman Group. It is led by Liz Wiseman, who is the author of the bestselling Multipliers and, after a stint with Oracle Corporation, became a consultant to boards of directors around the world. Thanks to the bizarre circumstances we find ourselves in, earlier this summer she attended (via a computer screen) the annual Management and Successful Workplaces conference hosted by the small but influential training company based in London. Happy. She inspired a distant audience of over 100 people with the simple message that a good leader doesn’t seek to demonstrate how smart they are, but rather focuses on showing team members what they can do. .
Wiseman’s argument is that managers basically belong to one of two groups: decreasing and multiplying. The first ones we all know: they drain the intelligence, energy and abilities of those around them and should always be the smartest person in the room. The latter are those who use their intelligence to amplify the capacities of those around them. We need more of these, especially now because of the need to do more with less, not only because they make the workplace more enjoyable – though probably just as demanding – but also because they are. more likely to make a difference.
In an age when organizations around the world have demonstrated that their workforce does not need to be seen and directly controlled by their managers to do a good job, such approaches should be given careful consideration. The longer the pandemic lasts, the more important it will be.