Several suggested practices for a spiritual leader (Eighth)
8. MOTIVATE PEOPLE TO MOTIVATE THEMSELVES
Without a leader’s inspiration and persuasion followers gifts are log jammed, and their creative contributions go nowhere. A leader creates a suitable climate for the growth of ideas, fosters responsiveness and cooperation, and provides the creative spark that moves people forward. Great leaders of hope ask people to be greater than they are, and they work so that they might be.
A common error of leadership is to presume that motivation already exists because people come to work and put in their time. This mistaken assumption fails to appreciate that enthusiasm and apathy are two points on the same continuum.
In motivating others, leaders at times need to restrain their leadership, allowing followers to move alongside them. So, a leader should inspire not order, pull not push, and let people use their own initiative. Being alongside, a leader can ask probing questions, challenge expectations, affirm and reward successes, network, and build confidence through agreement.
In motivating others a leader must involve them in the work at hand and the process of change. A leader of hope will delegate significant responsibilities
A leader of hope appreciates the advantages of surprise. He or she can surprise followers with anticipatory benevolence; an attitude of always anticipating good will towards others. In contemporary working environments this surprising attitude of good will and affection can achieve wonders.
Part of motivation is to foster a collective commitment to a vision of hope.
1. Identify ways to keep yourself motivated in your work.
2. List the ways you try to motivate others.
3. Train yourself to get out of the way and let others find their own leadership.
4. Involve workers in significant responsibilities.
5. Think of ways to surprise your workers and customers.