Four Steps for Energizing Your Employees

“Super-ambitious goals tend to be unifying and energizing to people; but only if they believe there’s a chance of success.” —Peter Diamandis

If you want to energize your employees in working toward shared goals, they must believe that success is possible. I’m not just talking about company success, but also success for them as individuals. Here are four steps for energizing your employees.

Invest in them

When employees see that you are willing to invest your time and resources in their growth and success, they will be energized. As they grow so will their potential to make more meaningful contributions toward shared goals. When you invest in your employees, they will be willing to invest their best resources into the success of the organization.

Encourage them

When you encourage employees to overcome their fears and chase their dreams, they will become energized. We all want to be encouraged and to know that someone believes in us. When your employees feel encouraged, they will give 110% to achieving shared goals.

Provide opportunities

When you provide employees with new and challenging opportunities it shows that you trust in their abilities. Being challenged and given opportunities energizes employees. When employees know that there are ample opportunities, they will proudly contribute to the success of the organization.

Have their back

Make sure that employees feel safe. When you show them that you have their back in success and in failure, they will be energized. When employees know that you have their back, they will be willing to stretch beyond their current capabilities to reach higher and add even more value to organizational objectives.

Give Them a Reason to Believe

If you want to energize your employees, you must give them a reason to believe that they can be successful. They need to know that they can succeed personally as they are contributing to the success of the organization. Invest your time and resources in them. Give them encouragement. Provide them with challenging opportunities. Show them that you have their back. Give them a reason to believe that they can succeed and they will be energized.

 

 

© 2017 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Developing Cheerleaders within Your Organization

“When you encourage others, you in the process are encouraged because you’re making a commitment and difference in that person’s life. Encouragement really does make a difference.” —Zig Ziglar

We all need encouragement. Everyone in your organization from the C-Suite down to the front-line needs someone cheering them on. How nice would it be if we had a whole organization of cheerleaders; every employee encouraging every other employee? How much benefit would be derived not only from being encouraged by others but from knowing that you are making a difference? So, how do you develop cheerleaders within your organization?

Inspire passion

When people feel passionate about what they are doing, they naturally become a cheerleader for the cause. And, if they are cheering for the cause, they will also be cheering on those working toward that cause. Inspire your employees; help them see the meaningful purpose behind all their daily tasks.

Create community

When people feel like they are part of a community, they have a vested interest in the success of that community. Make sure every employee finds some commonality and sees that they fit into the work community despite their differences. When they know they are part of the community, they will cheer on their fellow members.

Set the example

When you, as a leader, cheer others on you serve as an example of support and encouragement. Your employees are watching you for signals of expected behavior. Make sure they see you cheering for each of them and they will soon follow your example.

It Makes a Difference

As Zig Ziglar said, “Encouragement really does make a difference.” Inspire passion in others so they will become cheerleaders for the cause and those working toward the cause. Create community where every member wants to see every other member succeed. Set the example of encouragement and support so others have a behavior to model. Develop your culture into one of commitment to the support and cheering on of others; what a difference it will make.

 

 

© 2017 Elizabeth Stincelli

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

Do Not Create a Culture of Fear

“This world of ours… must avoid becoming a community of dreadful fear and hate, and be, instead, a proud confederation of mutual trust and respect.” —Dwight D. Eisenhower

For as long as we have had written history, we know that people in power have used fear as a tool to control others. While fear may be an effective means of exerting control, it shows desperation on the part of a leader who is at a loss for any other means of gaining influence. Fear creates a culture where gains and progress are short lived. Employees will not thrive in this type of environment and where employees do not thrive, neither do the leaders or the organization as a whole. So, do not create a culture of fear!

Fear

A culture of fear will result in dread. Employees who dread coming to work will never give 100% of their potential productivity. A culture of fear creates a destructive circle where all trust is lost. And, without trust you, as a leader, lose your ability to influence others and in turn must resort to fear as a means of control. By creating a culture of fear you are drastically reducing your options for getting the results you desire.

Hate

A culture of fear is a breeding ground for hate. Hate creates a contentious environment where energy and focus are diverted from the tasks at hand to hateful and disgusted feelings toward others. When you, as a leader, use fear to control others you pit one group against another in order to perpetuate the fear and trigger distrust. Hate and distrust eliminate any chance for effective teamwork and collaboration. By creating a culture of fear you are undermining your own leadership effectiveness.

You Have the Control

As a leader, you have control over the culture you chose to create. If fear is your only option to influence your employees, you need to seriously reconsider whether you are leadership material. A culture of fear only leads to distrust and hate. This is not a culture that encourages teamwork and the contribution of 100% of employee potential to achieving organizational goals. You have the control. Either you will create a culture of fear that will give you short-term results but will undermine your leadership in the long run or you will create a supportive, trusting environment where everyone wants to work together for the success of the whole.

 

 

© 2017 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

When Things Don’t Go as Planned

“Plans are nothing; planning is everything.” —Dwight D. Eisenhower

Even the best laid plans go sideways once in a while. In fact, you can almost always count on something not going according to plan. This is why Dwight D. Eisenhower’s above quote is so meaningful; you can’t count on the plan, but planning is everything. Here’s why:

Preparedness

Planning allows you to be prepared. If you know where you are, and you know where you want to end up, then you can start looking at the options for getting there. There is almost always more than one way to achieve a goal. The thought and research that goes into planning helps you to understand the multiple options available to you.

Flexibility

Flexibility is the key to responding instead of reacting when things don’t go according to plan. If you become dead-set on following your plan; step by step; from beginning to end, you will lack the flexibility necessary to adapt the plan to new or unforeseen circumstances. It is this flexibility that allows you to continue moving forward toward your goal even when your plan falls short.

Team strength

Planning gives you the opportunity to assess the strength of each of your team members. Knowing their strengths in advance gives you an advantage when things start going sideways. Who will be your best pinch-hitter in different situations when things don’t go according to plan? Don’t leave yourself scrambling at the last minute trying to figure out what to do; know who to turn to when the going gets tough.

Roll with the Punches

The key is to plan, but also plan for your plan to break-down along the way. Be prepared, build flexibility into your plan, and know your team member’s strengths. When things don’t go as planned, fall back on your planning and roll with the punches.

 

 

© 2017 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Motivation vs. Inspiration

“Excellence endures and sustains. It goes beyond motivation into the realms of inspiration.” —Azim Premji

Webster’s definition of motivation is the process of motivating through force, stimulus, or influence. Inspiration is defined as the action or power of moving the intellect or emotions. The words motivate and inspire are often used interchangeably but, they have very different meanings. So, do you want to motivate your employees or so you want to inspire them?

       The external

I think of motivation as an external force. Picture the carrot or the whip in getting the behavior you want. When you motivate employees, you get them to perform purely to receive a reward or to avoid punishment.

              The internal

I think of inspiration as an internal force. Picture excitement, pride, and being part of something bigger that influences behavior. When you inspire your employees they perform because they are internally driven to make a meaningful contribution.

Why it Matters

Motivation can provide a great incentive for achieving short-term results. But, for the long-haul, do you want employees going through the motions purely to receive a reward or to avoid punishment? Or, would you like employees who are loyal to you, dedicated to doing a good job because they are proud of their contributions, and inspired to be part of something great? The fact is, both motivation and inspiration play an important role in leadership. Motivate employees to achieve short-term goals; inspire employees to reach far beyond your vision.

So, what are you going to do?

 

© 2017 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Employee Advocate | Leadership Consultant | Author | Speaker