Followers want their leaders to show genuine compassion for them, at least in the same way they would care about a friend or family member. In sport, we see the significant impact of people who show genuine care for those they work with and coach too. Coach Wooden is always a phenomenal example of this in how he talked about athletics being a vehicle for the development of young men, their character, education and contribution to society.
It is a role of true significance and meaning, never should it be about money. It is fundamentally about building relationships with young people. We know this quality to be reflective of the degree to which an employee or athlete is engaged in their job, role and team organization. For similar sporting examples, you might be interested to read the article Do Your Athletes Care? Followers want a leader who provides a solid foundation, being someone they can always count on in times of need.
Follows need to know that their leaders have core values that are stable to provide an environment where they know what is expected. Those surveyed also mentioned words such as security, strength, support, and peace. Our need for stability and security plays into nearly every decision we make. At a very basic level, employees need a paycheck, and they need to feel secure about having a job. If managers and leaders no not meet these basic needs, they are sure to face resistance.
The article mentioned earlier, Behavioral Predictability for Building Trust is a great reference for this point too. In that article, the focus is on helping coaches create more positive relationships with their athletes through behavioral predictability — behaving in a consistent manner.
When coaches behave in a predictable manner, athletes feel as though they have a better understanding of their coach. This helps the athlete to know where they stand and how to most effectively work with their coach. The same can be said about building a high-performance team.
Knowing how each individual team member is likely to behave in varying situations is something we have found most high-performance coaches to be extremely interested in. Behavioral predictability is a major factor in the concept of trust which loops back to the earlier section. Trust is largely about being able to predict a known outcome.
From a coaching perspective, it is crucial that coaches provide an environment in which their athletes feel physically and emotionally safe. Safety is a low level motivational driver. Once you remove the perception of safety, an athlete will struggle to produce a high level of performance.
Emotional safety means being in an environment where you are able to act, think and feel without fear. Emotional safety is a measure of how the athletes are spoken to, treated fairly and with respect, feel cared about, praised and their self-esteem is supported and developed or not. People want leaders who care about them as people.
What kind of environment are you creating in your company? How do you show your business colleagues that you care about them as people? Security, strength, support, and peace. Those were the words used in the surveys Gallup conducted. People want some sense of stability in their work environment. In chaotic times, this can be challenging for leaders to provide. But this desire echoes the consistency theme. Financial stability is a crucial part of this need for security. How are you providing a sense of stability in your company?
We interviewed some of our friends, and they said: we want to learn new things! Instagram is full of ambitious people seeking new possibilities, growth, or considering changing the career path so they need new qualifications. The same values, the same taste in clothes, similar traveling patterns or budget. What also counts?
Authenticity and vulnerability. Replying to comments or at least liking them. Living on an island with a good paid remote job? Moving to France and eating breakfast with an Eiffel Tour view on each weekend? If you expect people to admit their mistakes, take responsibility for your misses. If you want people to learn and grow and be better, then continuously learn and better yourself.
For one thing, their nasty behavior creates toxicity. Being likeable is about being kind, respectful, friendly. It involves showing gratitude and giving genuine praise. The way you do that, however, makes all the difference in whether others like you. As Robert Cialdini showed more than 30 years ago, likeability is one of the fundamental principles of human influence and persuasion. I just need to be respected. People do need to respect you, I agree. We all deserve to be treated with respect.
At times, I suppose, we all lose it, emotionally. The place where that happens for me is on the golf course. Just ask my golfing buddies about the anger-filled rants I sometimes spew after a bad shot.
Like the golf course, the workplace can be a difficult domain. From time to time, we all get frustrated, angry, concerned, fearful, or stressed about the things going on around us. We have workloads to contend with, people to deal with, and deadlines to meet.
And sometimes, others let us down. In the workplace, however, losing it emotionally is similar to being an unlikeable jerk. As humans, we impact each other through our emotions. The primal part of our brains — the limbic system — is wired to pick up the emotions and moods of others.
We then tend to feel those same emotions. The leadership implication is this: When others around us feel our negative, toxic energy — our anger, our fear — we become unpleasant to be around.
They feel uncomfortable, on edge. In that state, why would they want to follow us further into the jungle? On the other hand, positive emotions are uplifting and energizing.
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