Advertising
Advertising

15 Habits of Highly Motivational Leaders

15 Habits of Highly Motivational Leaders

The essence of motivation is the belief that something different, something better is possible. It is a desire to do more, to achieve more. Highly motivational leaders arouse this belief in people and incite positive action toward a desired goal or outcome. Whether they are leading a large multinational organization or a small local community toward a goal, highly motivational leaders are focused and demonstrate habits that set them apart. Here are 15 powerful habits of highly motivational leaders that perpetuate a bias for action and lend themselves to deeper connection, inspiration and devotion among those fortunate enough to follow such leaders.

1. They study situations carefully.

Highly motivational leaders have a habit of studying each situation, problem or circumstance thoroughly before they set about to address it. They know people will only listen to and act on what you say if they believe you fully understand what is happening and how it is affecting them. You cannot lead people, let alone inspire them, if you don’t understand the heart of their problems. Understand your followers’ problems and or challenges fully and you will earn their trust and listening ear.

2. They listen attentively.

Motivational leaders listen to the stories and plights of the people they lead. They take a keen interest in their followers’ hopes, dreams and aspirations for the future. This helps them establish a deep connection with their followers or team at a human-to-human level, which in turn allows them to relate with their feelings, pains and joys. Listen to those you lead. It tells them “I care” and “I want to help.”

Advertising

3. They speak authentically.

Highly motivational leaders speak their minds openly and honestly without fear or favor. They challenge misplaced ideas and rebuff oppressive systems not just to improve the lives of their followers, but also to impact the greater world positively. If you have an idea or opinion, vocalize it. If you are quiet, you stifle your ideas to death and deny your followers the opportunity to try and challenge or contribute to them. Remember authentic leadership is powered by authentic communication.

4. They make the tough calls.

Highly motivational leaders are not afraid to make the tough calls. In fact, they are celebrated for their judgment and tough calls. You simply cannot be an inspirational leader if you have a habit of shying away from making tough calls. It is your duty as a leader to step up whenever opportunities that require enormous bets arise and make sound, objective judgments. That is a mark of strong, motivational leadership.

5. They set the example.

Highly motivational leaders lead by example. There is hardly anything worse for morale than a leader who doesn’t practice what he or she preaches. The “Do as I say, not as I do” philosophy is a deadly poison that kills peoples’ motivation. Be the example you want others to follow. If you tell your company staff to stay late at work, be the first to stay late at work. Your team is watching and your actions speak louder than your words.

Advertising

6. They raise expectations.

Highly motivational leaders have a habit of setting high standards and pushing their teams to greater heights. They align core goals with core values and hold every member of their teams accountable for their individual and shared actions. This breeds common belief, dedication and focus. Show your team how they are an uncommon breed and expect nothing but the best from each one of them.

7. They put something on the line.

People often let the foot off the gas in the pursuit of a goal when there is nothing at stake. However, when something valued or highly desirable is on the line, people are focused and put every effort to achieve it. Highly motivational leaders ensure their team knows what is on the line. They let them know that what is on the line is worth caring about; it is worth pursing and within reach. Assure your team that every creative input, every application of talent, and every expended effort takes them closer to that desired outcome.

8. They remove productivity barriers.

Highly motivational leaders know that progress is key for continued engagement, focus and satisfaction in a cause or pursuit. They, therefore, habitually remove productivity barriers that hinder progress, including fear, doubt and lack of resources. Keep your team sufficiently motivated and active in a cause by providing what is necessary to make things happen.

Advertising

9. They focus on the positives.

Highly motivational leaders know your attitude determines your altitude. They, therefore, tend to focus more on the positives, while still not overlooking the negatives. They highlight the strengths and talents of their team more and strive to keep an optimistic attitude. This births hope and motivates everyone to improve and pull together towards a shared purpose. Constantly remind your followers that good things are possible and will come in time with effort, patience and persistence.

10. They promote work flexibility.

People’s personal and professional lives sometimes collide. Highly motivational leaders know this and habitually work to manage this collision properly. They help their followers find the right balance between the demands of work and personal lives at home by creating flexible work (or participation) schedules that suit everyone. This habit promotes healthy engagement and commitment to a cause or goal. Remember, butts in the seat at work don’t always equate to productivity.

11. They encourage fun/play.

Highly motivational leaders know that all work and no play can wear out even the best, most dedicated follower. They, therefore, habitually encourage fun and play at work to spice things up a bit, relieve tensions and celebrate even the small victories. Imagine how refreshing, rejuvenating and motivating a company party with music and dance can be, especially when the team is feeling a little stressed or drained. Organize parties or shows with music and other fun activities for your team occasionally to celebrate victories, prevent burnout and bolster team spirit.

Advertising

12. They give honest feedback.

Highly motivational leaders know everybody wants to improve and be better in life. They, therefore, habitually give thoughtful, constructive feedback to their followers to help them improve and be better individually, as well as a team. Giving honest feedback and helping your followers improve is a mark of a true leader. Give honest feedback without being brutish to develop and help your team become more polished, refined and skilled.

13. They give praise where it is due.

Highly motivational leaders habitually give praise where it is due. They verbally express their gratitude for the efforts, sacrifices and contribution of the team. This creates a good feeling of self-worth and self-importance within the team, which makes people feel that their leader genuinely cares and wants them to succeed. Let people know that their role in the team is important and give them praise for a job well done. This can bring you rewards as a leader that no amount of money can buy.

14. They seek help/support when necessary.

Highly motivational leaders habitually seek help and support whenever they need it. They are not afraid to show some vulnerability because no human being is totally in charge of everything and knows everything. Seek qualified help whenever you need it. Don’t pretend to know everything. Seeking help as a leader shows deep appreciation and humility. It is an act of confidence in the knowledge and skills of others and inspires trust and respect..

15. They take responsibility.

Highly motivational leaders take responsibility for everything that happens under their leadership, both good and bad. They never shift blame to their followers when undesired results happen. They are the first to say, “I was wrong. I made the wrong choice.” And, “We need to change course.” Stand up, brush the dust from your clothes, roll your sleeves and lead the way again toward the outcome you want. Everybody makes bad decisions sometimes. What matters is what you do after you make those mistakes.

Featured photo credit: Center for American Progress Action Fund via flickr.com

More by this author

10 Amazing Health Benefits Of Beer Great Leaders Remember to Offer These 10 Things All The Time 10 Things a Real Man Does When He’s in a Relationship 15 Funny English Idioms You May Not Know 10 of the Most Effective Ice Breakers for Starting Meaningful Conversations

Trending in Productivity

1The Productivity Paradox: What Is It And How Can We Move Beyond It? 210 Best Time Management Books Recommended By Entrepreneurs 3What Is Procrastination (And the Complete Guide to Stop Procrastinating) 46 Simple Steps to Make Progress Towards Achieving Goals 5Secrets to Organizing Thoughts and Ideas (So You’ll Never Lose Ideas!)

Read Next

Advertising
Advertising

The Productivity Paradox: What Is It And How Can We Move Beyond It?

The Productivity Paradox: What Is It And How Can We Move Beyond It?

It’s a depressing adage we’ve all heard time and time again: An increase in technology does not necessarily translate to an increase in productivity.

Put another way by Robert Solow, a Nobel laureate in economics,

“You can see the computer age everywhere but in the productivity statistics.”

In other words, just because our computers are getting faster, that doesn’t mean that that we will have an equivalent leap in productivity. In fact, the opposite may be true!

New York Times writer Matt Richel wrote in an article for the paper back in 2008 that stated, “Statistical and anecdotal evidence mounts that the same technology tools that have led to improvements in productivity can be counterproductive if overused.”

There’s a strange paradox when it comes to productivity. Rather than an exponential curve, our productivity will eventually reach a plateau, even with advances in technology.

Advertising

So what does that mean for our personal levels of productivity? And what does this mean for our economy as a whole? Here’s what you should know about the productivity paradox, its causes, and what possible solutions we may have to combat it.

What is the productivity paradox?

There is a discrepancy between the investment in IT growth and the national level of productivity and productive output. The term “productivity paradox” became popularized after being used in the title of a 1993 paper by MIT’s Erik Brynjolfsson, a Professor of Management at the MIT Sloan School of Management, and the Director of the MIT Center for Digital Business.

In his paper, Brynjolfsson argued that while there doesn’t seem to be a direct, measurable correlation between improvements in IT and improvements in output, this might be more of a reflection on how productive output is measured and tracked.[1]

He wrote in his conclusion:

“Intangibles such as better responsiveness to customers and increased coordination with suppliers do not always increase the amount or even intrinsic quality of output, but they do help make sure it arrives at the right time, at the right place, with the right attributes for each customer.

Just as managers look beyond “productivity” for some of the benefits of IT, so must researchers be prepared to look beyond conventional productivity measurement techniques.”

How do we measure productivity anyway?

And this brings up a good point. How exactly is productivity measured?

In the case of the US Bureau of Labor Statistics, productivity gain is measured as the percentage change in gross domestic product per hour of labor.

But other publications such as US Today, argue that this is not the best way to track productivity, and instead use something called Total Factor Productivity (TFP). According to US Today, TFP “examines revenue per employee after subtracting productivity improvements that result from increases in capital assets, under the assumption that an investment in modern plants, equipment and technology automatically improves productivity.”[2]

In other words, this method weighs productivity changes by how much improvement there is since the last time productivity stats were gathered.

But if we can’t even agree on the best way to track productivity, then how can we know for certain if we’ve entered the productivity paradox?

Possible causes of the productivity paradox

Brynjolfsson argued that there are four probable causes for the paradox:

Advertising

  • Mis-measurement – The gains are real but our current measures miss them.
  • Redistribution – There are private gains, but they come at the expense of other firms and individuals, leaving little net gain.
  • Time lags – The gains take a long time to show up.
  • Mismanagement – There are no gains because of the unusual difficulties in managing IT or information itself.

There seems to be some evidence to support the mis-measurement theory as shown above. Another promising candidate is the time lag, which is supported by the work of Paul David, an economist at Oxford University.

According to an article in The Economist, his research has shown that productivity growth did not accelerate until 40 years after the introduction of electric power in the early 1880s.[3] This was partly because it took until 1920 for at least half of American industrial machinery to be powered by electricity.”

Therefore, he argues, we won’t see major leaps in productivity until both the US and major global powers have all reached at least a 50% penetration rate for computer use. The US only hit that mark a decade ago, and many other countries are far behind that level of growth.

The paradox and the recession

The productivity paradox has another effect on the recession economy. According to Neil Irwin,[4]

“Sky-high productivity has meant that business output has barely declined, making it less necessary to hire back laid-off workers…businesses are producing only 3 percent fewer goods and services than they were at the end of 2007, yet Americans are working nearly 10 percent fewer hours because of a mix of layoffs and cutbacks in the workweek.”

This means that more and more companies are trying to do less with more, and that means squeezing two or three people’s worth of work from a single employee in some cases.

Advertising

According to Irwin, “workers, frightened for their job security, squeezed more productivity out of every hour [in 2010].”

Looking forward

A recent article on Slate puts it all into perspective with one succinct observation:

“Perhaps the Internet is just not as revolutionary as we think it is. Sure, people might derive endless pleasure from it—its tendency to improve people’s quality of life is undeniable. And sure, it might have revolutionized how we find, buy, and sell goods and services. But that still does not necessarily mean it is as transformative of an economy as, say, railroads were.”

Still, Brynjolfsson argues that mismeasurement of productivity can really skew the results of people studying the paradox, perhaps more than any other factor.

“Because you and I stopped buying CDs, the music industry has shrunk, according to revenues and GDP. But we’re not listening to less music. There’s more music consumed than before.

On paper, the way GDP is calculated, the music industry is disappearing, but in reality it’s not disappearing. It is disappearing in revenue. It is not disappearing in terms of what you should care about, which is music.”

Perhaps the paradox isn’t a death sentence for our productivity after all. Only time (and perhaps improved measuring techniques) will tell.

Featured photo credit: Pexels via pexels.com

Reference

Read Next