How to motivate teams with this executive presence skill
Photo by Lanju Fotografie on Unsplash
How to motivate teams ranks among the most common leadership challenges my coaching clients face.
Some leaders rely on individuals to draw on their internal motivation. Others try to spark productivity by using threats or incentives that motivate the desired behaviors.
While internal motivation is an attractive trait in any employee, you still need to uncover what inspires that internally driven individual. Incentives can work really well, but only if they match the employee’s personal values and needs. And threats? Well, let’s just say there are better ways to lead.
None of these approaches will work without fostering alignment within the team.
What is alignment?
Bob and Gregg Vanourek, authors of the award-winning book, “Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations,” describe alignment as:
“...an innovative way to lead an organization, creating focus on the right priorities, enlisting the involvement of many people, who were previously bystanders, and unleashing their creativity.”
Enlisting involvement and unleashing creativity jump out for me. That’s the people part of the equation. So many teams have tremendous untapped potential in the form of highly skilled, creative people. Unfortunately, company leaders have not taken the time to uncover their employees’ strengths. People also need the right support and resources in order to flex their creative muscles.
Leaders need to practice alignment as an important facet of their overall executive presence. From aligning one’s words and actions to helping employees find connection with the organization’s vision, this skill can help create a focus on the right behaviors while minimizing conflict and confusion.
Unfortunately, such alignment is rare. According to Gregg Vanourek:
“Many companies and teams are dysfunctional. They may have good people, but the whole enterprise isn’t coherent. They have conflicting priorities. Departments work at cross-purposes. Goals and strategies keep changing. These companies aren’t aligned, and they pay a big price for it.”
Much like a chiropractor aligning your spine allows nerves to send signals more freely to the rest of your body, business team alignment allows work to flow more smoothly throughout the organization.
From day-to-day to big picture
The alignment process fosters a company culture where contributors at all levels can see how their roles support the overall vision and mission of the organization. When leaders involve their team in alignment discussions, messages begin to resonate at a deeper, values-based level. Daily tasks that could otherwise seem monotonous or menial suddenly have meaning because employees can see how those tasks contribute to the broader strategy, which in turn creates alignment.
According to the Triple Crown Leadership model, the process involves 10 steps that move from the top down: from aspirational and big picture to daily execution. The high-level steps are:
Aspirational/Long-term
Purpose
Values
Vision
Strategic/Medium-term
Goals
Strategy
People
Structure
Execution/short-term
Processes
Action plans
Communication loops
The authors note that each step connects to the next one in a cascade from the top down, but that problem-solving and communication can also flow upward:
“All steps in alignment are consistent with one another, linked together, and nested to cascade downwards (corporate goals precede departmental goals, etc.), while stimulating new ways to solve problems, which can flow upwards. A vice president shouldn’t be asked to draft a goal for next year without knowing what’s on the CEO’s goal list.”
Ideally, the process creates a sense of interconnection between executives, managers, and staff and informs strategy at all levels of the organization. It clarifies priorities and helps executives lead their teams with a more cohesive and motivating set of action plans.
Personal alignment
The most thoughtful organizational alignment plan means little without the people who will execute it.
As an executive, you must align yourself first. Personal alignment requires a close look at your own values and beliefs and whether those match your current company and/or role. If they don’t, that could inform your next career move.
If they do match, and you are in the right place, focus on these additional personal alignment skills to become a better leader – and to motivate your team:
Speak and act with integrity. Your people can sense when you withhold information or speak inauthentically. Personal alignment means your words match your actions. Always.
Build relationships. Honesty and open communication set the foundation for healthy work relationships. Building trust by fostering two-way communication to help you align with your team.
Stay present. Alignment requires your attention. Stay attuned to your people and the problems that arise. Focus on being present with them so they know you care and respond with compassion.
Assess your own state of mind. Your feelings, beliefs, and inner dialogue will impact your team. Pay attention to your mindset and make adjustments to be in alignment with your goals.
Seek support. Leading teams doesn’t mean that you have to stand alone. Exchange ideas and build relationships with executive peers who can help you use alignment to become a better leader.
As with all facets of executive presence, you can work to improve your alignment skills. When you start internally and then focus on your team, you can begin to create a high performing team and organizational culture that resonates with people and allows the business to thrive.
To learn more about developing your executive presence skills, reach out to me for a complimentary strategy call. I work with executives at organizations of all sizes who want to improve their impact at work and in their personal lives.