Page 290 - How Great Leaders Build Abundant Organizations That Win

APPENDIX
Summary: Leadership Actions to Articulate a Purpose
• • Help employees recognize what motivates them (insight, achievement,
connection, empowerment)
• • Match the employees’ motivation with the organization task they are
assigned to perform
• • Create an organization aspiration that declares a socially responsible
agenda and translates that agenda to individual action
• • Help employees satisfice in those tasks that are worth doing poorly and
prioritize tasks that are important to do well.
Leadership Relationship Challenge

Despite increasingly competitive and isolating work settings and declining
interpersonal skills, much work has to be accomplished with others and within
teams. Great leaders help employees build skills for professional friendships
between people and among teams.

Summary: Leadership Actions to Foster Relationships and Teams
[Th]at Work
• • Develop good friendships at work and encourage others to do so too
• • Learn, teach, and model the skills of making and receiving bids, listening
and self-disclosing, navigating proximity, resolving conflicts, and making
amends
• • Apply these skills to relationships between people and among teams

Leadership Positive Work Environment Challenge

Organizations develop unconscious patterns of how work is done that, left
unattended, may lead to cynicism, disorganization, redundancy, or lethargy.
Great leaders recognize and establish positive work environments that inspire
employees, meet customer expectations, and give investors confidence.

Summary: Leadership Actions to Create a Positive
Work Environment
• • Pay attention to the work environment as patterns of how things are done
• • Regularly monitor the work environment
• • Pick two or three of the items from your diagnosis and focus on them
• • Ask newcomers to your work environment their impressions of what is posi-
tive and what is not
• • Make public statements about your commitment to shaping a positive work
environment

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