Leaders Ignite Leadpeak Performance LLC

How Courageous Leaders Create and Sustain Inspiring, Motivating Cultures and Families

Self-motivation and true self-accountability come from understanding what motivates others and articulating the organization’s mission, vision and strategy in the language of team members. These attributes will be a huge factor in determining the success or failure of the organization’s goals and initiatives. How do Courageous Leaders create and sustain inspiring, motivating cultures and families?

Sustained inspiration doesn’t come from motivational speeches and feel-good initiatives. It comes from people finding ways to align the purpose of the work they do with their personal purpose for being on earth, including their natural interests, talents and capabilities. When team members understand how their work not only helps the organization deliver on its mission and vision, but also on their own personal mission and vision, a motivating and empowering environment is created and self-alignment is achieved.

We believe that when a person’s personal mission is aligned with their organization’s mission, the most powerful energy for improving the world is created.

To understand what motivates those on our teams takes curiosity, time and constant work. To build and nurture these relationships, teams cannot be so large (ideally 8-12 people per team) or they will likely have difficulty having enough airtime and space to fully contribute. When team size is less than five, there may

Courageous Leaders Create Inspiring, Motivating Environments

not be enough diversity of views and opinions to challenge one another for innovation which we believe is the lifeblood of any organization. More than 12 can function more like a committee than a team. Functioning like a committee means some voices are dominant and others are crowded out with little airtime and dissipating energy.

It has been said that, to lead the many, we must lead the few. We often cite the example of Jesus, not as a religious figure, but as a leader who exemplifies leading the many by leading the few. By working with a dozen disciples, he reached the many.

Take Action:

Some questions to ask yourself:



Are you multilingual, understanding the different languages (thought patterns) of those on your team?



Does your language invite/require different perspectives and points of view?



Does your language help relate team member’s comments to one another?



Does your language recognize and reinforce the value of divergent thinking?



Does your language give credit to the ideas and solutions offered?



THE POWER OF HOWTM

• Do team members think, feel and realize from their collective intelligence that they are smart and capable, so they want to and do participate?

Lifting those on our teams by developing, coaching and encouraging them, while providing available resources and removing barriers will empower them to lift the few on their teams and so on, eventually lifting and empowering all the people in the organization from one Peak Performance to the next.

We often discuss research that repeatedly shows the top two attributes team members say they desire in a leader:



The leader is positive.



The leader creates a motivating, inspiring work environment.



How can leaders create positive, motivating work environments? We know that energy is contagious. We always think about it as human glue.

Is the leader...



Exuding human-glue relationships and positivity?



Excited about the shared vision they created with their organization?



Courageous Leaders Create Inspiring, Motivating Environments



In love with the organization’s mission and vision?



Excited about the organization’s winning proposition (promise to the customers they serve)?



Committed to by living into the organization’s values, not just espousing them?

The leaders described above are absolutely positive because they are serving the mission of their organiz