(764 words = 6-minute read)
November Newsletter Recap
# 1 – People Skills Are Not the Most Important Thing – release others from the ‘box’ – your judgment is the issue…
# 2 – Self-Betrayal = Being in The Box – “Self-betrayal” occurs when you act against an initial sense of what you should do for someone else. Become aware of who you have put in the box
# 3 – How to Get Out of the Box – stop blaming others or inflating their faults – see others as real people with needs, hopes, and concerns as valid as your own
Hello Leaders! This month’s newsletter focuses on the power of inspiring others. Our goal as leaders should be to inspire others to perform at a high level and create a culture where everyone always goes the extra mile.
Point # 1 – Why Focus on Inspiration
Most good leaders are not “uninspiring.” However, bad leaders often lack energy and enthusiasm, fail to provide direction, neglect meaningful feedback, coaching, or mentoring, and fall into the trap of saying one thing while doing another. Good leaders avoid these pitfalls but often face the challenge of balancing workplace demands. It’s easy to focus too heavily on getting the work done, sometimes at the expense of leadership qualities that inspire and motivate.
Recently, the research and assessment firm Zenger Folkman surveyed 1.6 million people, revealing that inspiring others was rated as the most essential leadership skill. This aligns with what we know about younger generations—Millennials and Gen Z—who seek a greater sense of purpose in the workplace. Bravo to them! They want to know their organization is making a difference and that their work truly matters. But isn’t this something we all desire?
“Inspiration results in higher levels of employee satisfaction and commitment, much better retention, and a substantially larger percentage of highly committed employees. The ability to inspire and motivate to high performance is the most powerful predictor of someone being seen as an extraordinary leader.” Joe Folkman
Ask Yourself: To what degree would my team say I am inspiring?
Point # 2 – What do Inspiring Leaders Do?
Think about the best person you have worked for. Did they help you be the best version of yourself that you could be? Did you perform at a high level and have high satisfaction and fulfillment? I imagine you had a great relationship with this person; they inspired you to be your best. My great leader was Richard Davis, and I experienced something working for him that only happened once in my 35+ years of working for other people.
The most inspiring leaders can be found at the helm of great companies and professional sports teams. Take Dan Campbell of the Detroit Lions, for example—how can you not admire the incredible turnaround he’s created? While we often describe such individuals as “charismatic,” a more fitting term is inspirational.
Allow me to share what Zenger Folkman discovered by analyzing 1,000 inspiring leaders – those who received the highest scores in their database on the competency of “inspires and motivates to high performance.” These leadership behaviors differentiate high-inspiring leaders from low-inspiring leaders: Strategic Perspective, Establishment of Stretch Goals, Development of Others, Communication, Collaboration and Teamwork, and Innovation—(perhaps some of these surprise you). The research suggests that combining these has the most significant impact on others. More is more!
Ask Yourself: How well do I use these leadership behaviors to inspire others?
Point # 3 – Successful Inspiration Is Customized
Inspiring and motivating others isn’t one-size-fits-all—people have unique styles, preferences, and triggers for success. For example, a ‘driver’ thrives on fast-paced action, clear goals, and autonomy. They may become frustrated if forced to slow down or collaborate with a team that doesn’t share their urgency. Meanwhile, an ‘amiable’ personality values harmony and connection. Asking them to focus less on people and move quickly toward action can leave them equally frustrated.
The best leaders strike a balance: they gently push individuals out of their comfort zones while encouraging them to leverage their strengths. Extraordinary leaders go further by tailoring their communication and approach to each team member’s style.
- The ‘analytical’ needs certainty, accuracy, and data to feel inspired.
- The ‘driver’ wants a clear pathway to action and success.
- The ‘expressive’ is energized by a big dream and the feeling of being valued.
- The ‘amiable’ seeks safety, reassurance, and care for the people around them.
Although these styles differ, they all respond to tailored messages that connect to their core needs. Your role as a leader is to understand your team, adapt your communication, and inspire them to reach their full potential. Extraordinary leaders inspire people to achieve more than they ever thought possible.
Ask Yourself: How well do I know my team, their style & preferences, and what motivates them?
January Offer: Commit to a 360-degree Extraordinary Leadership Assessment, and I’ll donate $50 to your favorite charity—text “EL 360” to 513-260-7637.
Want to Go Deeper?
- Inspiring Leaders eBook
- The Inspiring Leader: Unlocking the Secrets of How Extraordinary Leaders Motivate by Jack Zenger & Joe Folkman
Please forward this newsletter to a friend or colleague. Thank you!