While a purpose may be very broad and ambitious, it is critical for motivation that goals are broken down into realistic targets that are maximally motivating for the individual. There is not one right formula for this – other than dialogue. We all know the feeling of having a target that is either too ambitious or not ambitious enough. The challenge lies in finding the right balance that will keep motivation levels up. And last, but not least, motivation must be maintained. This is done by continuously acknowledging achievements, results AND efforts. DEVELOPING OTHERS A good relational leader is good at identifying potential and supporting the team in realising this potential. This involves more than just sending your employees off to training courses. It is about supporting your employees in their professional and personal development as well as recognising that these are interdependent. Coaching is a popular management method in this context. Be careful, however that coaching is not simply applied as a technique. My experience with skilled relational leaders is that all dialogue has an aspect of development for both parties. Challenges are investigated together with questions such as “How do you think this could be improved?”, “What is your experience?”, “Who knows more about this type of challenge?”, etc. It can, however, be a challenge if you have an employee whose potential does not match the company’s needs. I would still claim that all development is positive. It may be a good idea to have a dialogue around how personal development and goals fit into the overall objectives of the team and the company. Remembering that the leader’s responsibilities also include selecting the team. Not everyone is suited for every job, and it is your responsibility as the leader to select a team with the right potentials. Once you have selected your team, it is crucial that you seek to continuously develop the team. SELF-DEVELOPMENT A good relational leader will always strive to become a better leader for the benefit of the team and the company. Just because you have gained the title of manager does not mean that your personal or professional development stops or should stop. On the contrary. If you are to support your employees in their development, you have to act as a role model by taking your own development seriously. In other words, you must “walk the talk”. If we want our employees to reveal their vulnerability and strive for development, we have to lead the way by showing how and by demonstrating that it is OK to have development points that are human. This is where we as leaders show our own humanity and allow our employees also to be human. My experience is that this particular intention poses a greater challenge in certain cultures than in others, however it is necessary to be authentic. So how exactly do you go about it? The greatest opportunity for showing this intention is in connection with the annual leadership survey or employee satisfaction survey. Be curious about the results, and ask your employees what YOU can do in order to improve. In my view, the best relational leaders are the ones who always listen and ask for feedback on a regular basis with questions such as “What could I have done differently?” and “How can I offer better support next time?”, etc. 5
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