In today's challenging and volatile world, when some very basic assumptions about the global economy are being tested, leadership and trust in an organization are valued more than ever. Business leaders are requested to take their relationship with their team to the next level.
At the World Economic Forum annual meeting 2017 held in Davos, more than 3,000 global leaders from business, government and academia stressed the value of leadership in a world full of uncertainty, volatility and tremendous transformational changes.
Klaus Schwab, the founder and executive chairman of the World Economic Forum, especially pointed out that the true leadership requires courage and commitment for the leaders to listen and take care of those in their charge.
The leaders who determine company's success should embrace capabilities to care and inspire their employees. Against this backdrop, it is essential to recognize the importance of strategic leadership, which is to support and understand team members through open communication with respect and trust, and inspire them to bring more passion, creativity and ideas to work.
The 2016 edition of "The HOW Report" published by LRN, an American company specializing in advising and educating global companies, also demonstrates how inspiration outperforms engagement in an organization's structure.
The report released the global study that when leaders respect personality and freedom of employees, the organizations are three times more likely to deliver high performance than others.
Also, employees who work in high trust environments are 32 times more likely to take risks that might benefit the company, 11 times more likely to see higher levels of innovation relative to their competition, and six times more likely to achieve higher levels of performance compared with others.
Last month, General Electric (GE) introduced the company-wide "mission of people leaders" initiative, aiming to move from managing employees to empowering and inspiring them. Through the mission, GE expects a simpler and more adaptive culture by reinforcing the importance of a people leader.
As an example, GE decided to leverage various momentums like the Valentine's Day and delivered a list of ways to improve relationship between the leaders and employees as a gift.
This message or gift included practical guidelines such as: have an "open-door" team policy as to collaborate with other teams, be a coach instead of a judge, challenge each of them to be their very best selves.
By internally amplifying these messages, we are encouraged to communicate, activate, and embed these behaviors into how we work every day.
By discovering employee drivers and motivation, people leaders can leverage the power derived from different mix of talents and make it possible to converge their strengths for a better result.
As an effective leadership creates an environment of inspiration, motivation and performance, it is more likely for the engaged employees to show resilience along with an ability to guide, and to inspire those around them to take on new responsibilities and build a common sense of mission and values.
The leaders are an integral part of the motivation ecosystem at work. Being an inspirational people leader starts with valuing employee's perspective and needs, as how employees experience work from day to day has a bigger influence on their motivation.
People leaders do not command and control. Move from managing employees to empowering and inspiring them. Drive a cultural transformation.