Inspiring Leader

The performance people achieve at work is often not even close to what it could be. Where does this gap between capabilities and actual performance come from? On the surface, the way managers and inspiring leaders lead seems similar. The big difference comes in when we look at how much they speak to people’s heads and how much they touch their hearts.

High performance is beneficial for both the company and the people working there (head speak) since most  people actually want to do a great job (wanting comes from the heart). What then could make people perform better? An inspiring leader knows that the best results come, when both the head and heart are engaged.

In simplistic terms leading is about showing direction, giving a reason to go there and supporting people to use their strengths to get there.

At the core of showing direction is a clear and inspiring strategy. Clarity speaks to the head. Inspiration is very much about touching people’s hearts. Here the skill of telling stories – especially personalized stories – makes the big difference between inspiring leaders and managers. A personal story touches the heart and further clarifies the direction in the heads of the people hearing the story. The personal story gives facts to a personal context and appeals to the emotional side of people. “When she told her story, the strategy really came to life for me, too.”

Finding a reason for high performance is fairly easy on the intellectual side by appealing to the professional pride of people. Figures and facts will support this: “Becoming number one supplier of solar energy panels.” Finding a reason on the emotional side requires a more diverse approach. Individuals are inspired by different things – it is important to know your team and paint a picture that appeals to their personal passion. A competitive person may be inspired by being world’s number one. Another person would see the value of providing renewable energy sources. Whichever internal motivation is ignited, the inspiration and personal energy will show.

Supporting people to achieve high performance is on the knowledge side (head) about making sure that people have the skills to perform their professional tasks. This is a task that is quite well looked after. On the emotional side – touching the heart – inspiring leaders do their team, the organization and themselves a favour, when they build a strong belief in their people’s capabilities. People, who believe in their capabilities think, feel and behave differently from those who have doubts in their capabilities. High performers accept, even welcome, difficult tasks. They are more committed to goals they have. Inspiring leaders show and express their belief in, not only what their people are, but what they can become. They encourage people to try out new things, empower them to seek new solutions and try new approaches. Furthermore, they and make their team know that it is safe to fail – once – and learn.

Inspiring leaders consciously address their people’s heads and hearts. How much of your time do you lead the heads – and how much hearts?