"Significantly, the organisational behaviour shifts reflected in the Blueprint scores achieved correlate positively with business profitability."
"An effective culture can account for up to 50% of the differential in performance between organisations in the same sector.
James Heskett, Harvard Business School Professor: Culture Cycle: How to Shape the Unseen Force that Transforms Performance, 2011."
Far too many leaders are still stuck in the 20th Century ways of trying to motivate employees from the top. It’s a defunct and obsolete way to get the best out of your people and it simply does NOT work.
Motivation is temporary, inspiration is permanent. This applies as much to individuals as it does to group dynamics.
Through Guy’s Eyes: How to transition from a transactional leader to a transformational leader
Is your leadership style transactional or transformational?
It’s an important question, because the answer reveals whether or not a workforce predominantly composed of millennials (read: autonomous, independent thinkers) will follow your direction. Sadly, only a few (extremely visionary) leaders are transformational – think of Elon Musk and his ilk. Most of the rest run their organisations as if it were a machine, adopting a ‘by the numbers’ approach to getting the job done and fixing problems.
Read on to find out how to become a twenty-first century leader:
1. Stop supervising your team. Micromanagement does no
one any favours; it undermines everyone involved. Rather,
show your employees that you trust them, and you’ll find
that they would love to live up to your expectations.
2. In return, show them that they can trust you. Keep them
informed of the direction you’d like the organisation to
follow and reveal your plans to get it there. Ask if they have
any ideas on how to move the company forward.
3. Ease off on the reward/punishment model. These are
employees, not children. They don’t need carrots and sticks
to be encouraged to perform well; they need inspiration and
4. Remember that process is seldom as important as output.
Does it matter if your employees aren’t on site, so long as
they ultimately deliver?
5. Set an example; cultivate behaviours that support the
organisation’s goals, and encourage your team to do the
same. Find ways to connect with them at a deeper level so
that your actions resonate with them.
6. Be transparent and authentic; a real human being -
decoupled from your title - and watch the performance
levels unleash themselves.