Instead of pooling our potential and leveraging the strengths of others, we sometimes compete for supremacy—perhaps not overall domination, but at least some agreement of where each has the ultimate say. Successful leaders recognize and yield to the power of others. And from that, they become more powerful.
Self-deception is comfortable and safe, easy and natural. It’s also limiting and destructive. To meet the needs of ourselves and others, we must admit failure, learn from it, and modify our behavior for positive future outcomes.
Instead of relying on contingent rewards as a motivation strategy, offer employees some flexibility to accomplish tasks in their own way. This provides an opportunity to make the job more fun. Drawing motivation from within—rather than focusing on an external prize—drives employees toward personal fulfillment and better business results.
We achieve most as leaders by inspiring others. But first we must understand ourselves.