Most people focus on ‘what they are doing.’
Only some of them pursue ‘how to do it better.’
And only very few people look for the answer ‘why they do it.’
People who pursue the ‘why’ question can find the purpose of their work and invest to reach the goal. They become leaders in their field. They can turn impossible into realities by answering ‘why’ questions. If people know the nobility of their work purpose, it generates durable drive and strong emotion among people to love their own works. Leaders’ responsibility is to create and propagate hope, faith, and certainty in peoples’ minds through leadership purposes. Most successful leaders follow their work on why they lead > how they lead > whom they lead. However, many leaders follow the opposite way; whom they lead > how they lead > why they lead.
Great leaders move their men by the power of spirit, whereas ordinary leaders push their people, keeping some lucrative objects at the front. When the purpose of the work is noble, big enough, and observant with proficiency, the natural reaction is an encouragement among all. Good leaders study the context and possess the unique skills to adapt their interactions to suit each context differently. Leaders do not micromanage people or try to do it all by themselves. They allocate tasks, define expectations, and offer a suitable environment to grow the skills of their men. They inspire people by their own hard work and positive attitude.
If you can correctly guide and inspire your men, surely people will make you amazed by their performances. If you can build a trustful working environment, people will put their best to attain your expectations. Following notes may help you to organize your team better and bring out their best performances:
- All of your men are not equally capable. As a leader, your responsibility is to find out the talents and scopes of their effective employment.
- Select your team members based on their skills and specializations. Selected members need to work under a precise framework with clear objectives. Each member needs clear responsibilities and points of obligation within and outside the squad.
- Fulfillment of your expectations demands your careful monitoring of ongoing works. You must pay regular visits, look after the working environment, listen to challenges and guide people on their work. You should find ways to inspire and gently correct them if there are some errors.
- Leaders should not abruptly change or modify plans once some work is in progress. They should accept a degree of exceptions and accommodate the limitations of their men. Alteration, modification, re-modification of plans may produce some finest work and bring out more exemplary output, but it becomes harmful to the leadership environment. Once the work is in progress and suddenly some amendment compels to change the course, it often causes an unrepairable blow in the mind of people who all are genuinely trying to put their best into the work. People lose confidence in such leadership. A leader must not compromise his reputation as a price in any way.
- Nothing is certain in this world, and some events may not be as successful as anticipated. Unsuccessful events cause disappointment, but a leader should take advantage of the situation of distress to exercise his leadership skills. These are the moments to win people’s minds for the tasks waiting ahead. A leader needs to handle the situation carefully and purposefully so that his leadership role can invest more in moments of frustration.
Always find a great cause for your actions. Identify a noble source of motivation. The purpose of your work makes the difference in impetus among your men.