Inspirational leadership can be taught and learned. Build on the strengths you already have.
Genius, as Thomas A. Edison famously declared, may be 1% inspiration and 99% perspiration. But building a company employees truly love reverses the equation: it’s almost all inspiration, and sweat has only a little to do with it. This is the unexpected conclusion of new research from Bain & Company, conducted in conjunction with the Economist Intelligence Unit.
taught us that we can’t concern ourselves with higher goals until we have the necessities of life, including security. So it is in the workplace: first things first.Next come the elements of true engagement, such as the feeling that you’re part of an extraordinary team, that you’re learning and growing, and that you can make a real impact. And then, at the top—perhaps the equivalent of Maslow’s self-actualization—is the feeling that you derive meaning and purpose from the company’s mission.
Look again at the top figure. Managers often decide that the real issue for employees is how much money they make. Pay people more, the story goes, and they’ll do anything you ask. So the company overinvests in the economic rewards for the job. Ironically, this can have the effect of lessening engagement by turning everything into a quid pro quo. Most employees are not coin-operated, and more money does not lead to more engagement.
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