A leader’s ability to inspire and empower their workforce is critical. In fact, Harvard Business Review reveals that “inspired employees are twice as productive as satisfied employees.”
“The key to motivating your employees is reframing the idea of growth and development to be employee-owned versus employer-owned,” observes Clark Lowe, president and CEO of the O’Connor Company. “The best development happens when it is employee-driven and employer-supported. Bottom line: employees need to identify their own goals for growth.”
Fostering a sense of purpose and motivation within your teams
Employers can start the process of inspiring motivation by creating a unified purpose for their team. This purpose typically comes in the form of a shared problem to solve.
Creating a unified sense of purpose can transcend mere business objectives. “A sense of purpose and motivation are derived from rallying around the same problem, but the problem does not necessarily need to be directly related to the business,” Lowe explains.
By directing team efforts toward solving meaningful and relatable challenges, whether it’s improving the work environment or addressing broader social issues, leaders instill a strong sense of collective purpose. This strategy not only enhances motivation but also cultivates a deeper connection to the organization’s values and mission. A purposeful team becomes even more cohesive and committed when it is driven by a shared vision.
Empowering employee ownership of growth and development
Once teams are united, leaders can create a space where employees take ownership of their own growth goals. This involves encouraging them to hold themselves accountable for their work — both their successes and their failures.
Empowerment is intricately linked to the ability to learn from experiences, including failures. According to Lowe, “Finding and capturing teachable moments are important. Most teachable moments come via missteps, poor decisions, or failures. We all grow more through pains of failure than through a series of successes.”
Creating an environment where employees are encouraged to take risks and learn from their mistakes involves learning to look at failures in a whole new way. To lead by example, employers can use team meetings or internal communication channels to emphasize the positive outcomes derived from setbacks.
Pairing employees with mentors provides employees with guidance from people who have already learned from their fair share of mistakes. The support and industry insights employees gain in this type of relationship can have a profound impact on development.
In addition, granting employees the autonomy to make decisions and mistakes in their roles fosters a sense of ownership and responsibility. When employees have control over their work, they are more invested in the outcome.
“Employees need supportive leadership,” notes Lowe. “Supportive leaders guide rather than micromanage and provide feedback without undermining the employee’s autonomy.”
Employers can start by empowering employees to create their own development plans, identifying areas they wish to improve or roles they aspire to take on. They can also meet with their employees periodically to review the plan and offer additional support and resources.
Additionally, employers can make further education, professional courses, and workshops available and easily accessible to inspire ideas for goals. When employees feel supported in their learning journeys but not pushed, they are more likely to take initiative in their own development.
How leadership style impacts team engagement and performance
When leaders adopt a personalized leadership style for each employee, it fundamentally shapes how their teams operate, engage, and perform. Lowe emphasizes the necessity of personalized leadership, stating, “Leadership style is about connecting with someone on their terms. Everyone is different, and how they define success, stress, and growth are also different.”
This personalized approach can be facilitated through tools like the Myers-Briggs Type Indicator, which helps leaders understand the unique differences of each personality within their team. By recognizing individual preferences, strengths, and stress triggers, leaders can tailor their approach to maximize each team member’s potential.
A personalized leadership approach requires adaptability. When leaders demonstrate flexibility in their leadership style to meet the varying needs of the team, they can boost morale and engagement. For example, some team members may thrive with close collaboration and guidance, while others may perform better with greater independence.
First, leaders should seek to understand the individual motivations of the people on their team. Regular one-on-one meetings can uncover what drives each team member, allowing leaders to align tasks and projects with these motivations.
Of course, showing appreciation is a key driver of a motivated team, but not every employee appreciates recognition in the same form. Some prefer public acknowledgment, while others prefer a private pat on the back. Some employees light up at a tangible thank-you gift, while others are even more moved by a heartfelt note. Regularly acknowledging and appreciating hard work and achievements in a personalized way significantly reinforces a positive work culture.
“Inspiring our workforce is a full-time job,” concludes Lowe. “When we go the extra mile to instill a sense of purpose, foster ownership of our employees’ growth, and adopt a flexible leadership style, we inspire our teams and drive exceptional performance.”
