Organisational Leadership and the motivation of staff

When describing leadership it is easy to throw around words like strength, presence or even integrity; as by definition a leader is someone who sets a good example for others to follow. But when we turn to the dynamic world of organisational leadership, things start to get a little more complicated.

The 34th President of the USA, Dwight D. Eisenhower, is famously quoted as saying; “Leadership: The art of getting someone else to do something you want done because he wants to do it”. A military man and not one to mince his words, Eisenhower had two fair points. Firstly, leadership involves mentoring people in a particular way; and secondly, it is indeed an art form.

Being a good organisational leader involves a few key tactics that are critical to how staff perform at work. Employees are usually aware of what their jobs are … but do they know why they need to do it? Do they know how to perform their job in the best possible way? And do they know when they are doing it really well?

Enlightening staff on their roles, and clearing up any miscommunication about what is expected of them is extremely important. Having broad definitions with hazy boundaries is a sure-fire way of causing confusion, as the employee is never certain where their job ends and someone else’s begins. A very big part of organisational leadership is the continual assessment of staff work perceptions, making 100% sure that everyone in the office is on the same page.

Pointing out to employees when they have done a good job also lays out the parameters of what is considered top-notch performance. By simply thanking them or saying ‘This is perfect!’ they know what a job well done entails, and can see that they are capable of being really good at what they do. Thanking people thus simultaneously educates and motivates them.

Lastly, outlining how an employee’s role fits into achieving the company’s greater aims and objectives can literally change one’s perspective on how to tackle work. Tasks which may have been treated carelessly are taken more seriously, and the employee gains a sense of self-value that they may have not had before. As Eisenhower said, leadership is about getting things done by empowering people to do them.

At Servest, we too see leadership as an art, and being a strong organisational leader requires being aware of the intricacies of that role. We believe that we should always act towards the greater good of our Staff which is why “we value our staff” is one of our values.