Last updated: 07.02.2024
Outstanding companies, in order to give people a sense of purpose, start by asking themselves key questions. First, "Why does the company exist?" and then "How do we do it?". By doing so, they inspire employees by building a core of people who believe in the "why" of the company and will remain loyal regardless of external conditions. Companies that start with "How?" are unable to stimulate in employees their intrinsic motivation. They are forced to gain commitment, interest, creativity or loyalty through manipulation.
In Article:
- The attitude of the immediate supervisor is the key to team engagement. For employees to follow him, to know the meaning of the organization's existence and the meaning of their work, to feel part of the company and to have an active role in its success.
- There are three threads of relationship between employee and employer, and - importantly - each of them is necessary.
- Inspiring employees requires more effort and skill from a leader than manipulating them. But it pays off more. A relationship built solely on transactions is bound to be unsustainable and will require the leader to keep looking for new incentives.
- The most important relationship a leader should take care of when working with a team is the heart-mind relationship. Such a relationship creates a sense of belonging, builds respect and trust, and actually changes everything.
Table of Contents:
- Start with "why"
- Effective forms of influence
- How do you build a relationship with an employee?
- Leader development
See also: How does engagement work?
Start with "why"
Simon Sinek is a British-American author and inspirational speaker, and author of bestsellers such asStart With Why,Leaders Eat Last, TogetherIs Better,Find Your Why and TheInfinite Game.
As an ethnographer by training, he has uncovered the extraordinary patterns of thought, action and communication of the greatest leaders and organizations. He is fascinated by the people and organizations that make the greatest lasting impact on the world. He became famous in 2009 for popularizing the concept of "why." "Sinkowe" WHY is to inspire people to do what inspires them, so that together each of us can change the world for the better.
With a vision to change the way companies think and operate, Sinek and his team work with leaders and organizations in almost every industry to help change company culture and create a better working world. This famous and inspiring speaker says that outstanding companies, in order to give people a sense of purpose, start by asking themselves key questions. The first of these is "Why does the company exist?" and only then "How do they do it?". Thus, these companies inspire employees by building a circle of people who believe in the "why" of the company, loyal supporters regardless of external conditions.
Companies that start with "How?" are unable to stimulate in employees their intrinsic motivation. They usually gain commitment, interest, creativity or loyalty through manipulation. In such an arrangement, the employee's bond with the organization is based on a transactional relationship, which is easily shattered if, for example, a competitor offers "something more."
Effective forms of influence: manipulation vs inspiration
Manipulation and inspiration are effective forms of influencing employees. In manipulation, we need an incentive to influence someone's behavior. In a company, this can be a bonus, a reward, the awakening of ambition, in extreme cases also pressure and intimidation. Influence from inspiration is that we show that something is worth striving for. People do together what they all believe in, understand and support. They see the sense that something is worth doing together. Inspiration gives employees a sense of belonging, makes them feel important.
The effects of influence through manipulation and inspiration are very different. Manipulation is a transaction, an exchange on a "something for something" basis. Inspiration, on the other hand, involves good emotions, and people start acting on their own for the sake of the common sense of what they are doing. Importantly, they remain loyal no matter what. Devotion to a common cause and loyalty are stronger than a relationship based on a transaction.
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If we define the mission, vision and values well, and at the same time these statements reflect what we believe in, what we want and what we stand for, we have a great chance of becoming an organization that stands out in the market. A company that inspires employees to action, rather than manipulating them and not worrying that it is about to lose everyone.
Radek Drzewiecki, author of the best-selling book Lean Strategy
How to build a relationship with an employee? Inspiration
Inspiring employees requires more effort and skill on the part of a leader than manipulating them. For that, it undeniably pays off more. A relationship built solely on transactions is bound to be unsustainable and will require the leader to keep looking for new incentives.
Every manager should be familiar with the principle we described in Leanpassion. There are three threads of relationship between employee and employer, and - importantly - each of them is necessary. They are the relationships of mind, heart and pocket. The pocket is nothing more than the aforementioned transactional relationship. People come to work because they get paid, because the bills won't pay themselves. People, yes, should earn well, but basing a relationship solely on transaction does not end well. This thread is the weakest, any problem can break it.
A well-built relationship of the mind means that the leader is an authority for the employee. He knows his own and the team's work, does not improvise, solves problems together with people, leaves nothing to chance and leads people to achieve goals. The relationship of the heart is trust, which is the basis of commitment. The most important relationship a leader should take care of when working with a team is the heart-mind relationship. Such a relationship changes everything, creates a sense of belonging, builds respect and trust. An employee will never declare that he or she intends to leave "in the next 12 months."
Leader development
Does commitment, sense of belonging and influence among employees translate into organizational performance? A satisfied team is an effective team. When a leader is able to create a work environment where employees raise their hand every time they see a problem, the efficiency of the organization is effectively raised. Quality improves, timeliness improves, costs decrease.
It's all thanks to the leader's ability to build a consensus within the team about the facts, and to engage employees in regular problem-solving. It's the situation he wants to achieve that is his priority, and the results will be a well-deserved reward. When everyone in the team has common goals, no one has to guess at anything, and everyone, according to his role, achieves the team's goals and the company's strategic objectives people are engaged, motivated and do not expect additional benefits for their work.
Therefore, a leader should consciously lead and have the ability to effectively manage his team. People cannot be left alone. Employees need an effective leader. Money certainly motivates, but "for inspiration you need faith in something greater" (S. Sinek).
And what works for you in working with a team?
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