Is it possible to be both a results-driven leader with high standards and a leader who fosters an engaged, enjoyable team environment?
Many argue that excelling in one often makes it difficult to succeed in the other. However, an analysis of 360-degree assessment data from over 60,000 leaders reveals that not only is it possible to excel in both, but the most effective leaders are those who successfully integrate both approaches.
We refer to these key behaviors as 'behavioral bridges' because they enable leaders to drive results while also cultivating strong interpersonal skills. Leaders who master these skills perform at significantly higher levels compared to those who lack them: -
The skills:
1. Communicates clear strategy and direction
Drives for results by ensuring that everyone has clarity about the organization’s direction and understands the strategy to achieve it.
When people are lost or confused, they quickly become dissatisfied. Leaders who communicate well and provide clear direction have a much more engaged team.
2. Inspires and motivates
More than three-quarters of leaders are rated higher on their ability to drive for results than on their ability to inspire and motivate others. We often refer to driving for results as “push” and to inspiring as “pull.”
When a leader has the ability to drive hard for results and at the same time inspire high effort and performance, they are much more likely to achieve results.
Inspiring behavior unleashes the energy within people to do their best work. Most of us want to make a positive difference in our work and the world.
A leader who can inspire and generate loyalty, commitment, passion, and enthusiasm in their team members excels at creating a positive work environment.
3. Establishes stretch goals
Stretch goals are challenging objectives that are set to encourage people to go beyond their current abilities and resources
Setting stretch goals that team members accept can get others to work harder and raise the bar.
When stretch goals are collaboratively set with a team, amazing things happen. Work becomes fun. Everyone is all in. People feel valued and competent.
4. Has high integrity and inspires trust
If a leader who is not trusted sets stretch goals, team members will often assume they are being manipulated and taken advantage of by their manager.
A trusted leader’s motives are beyond reproach. A key component of building positive relationships with others is being trusted.
To be trusted, leaders need to “walk their talk.” They never ask their team members to do something that they are not willing to do themselves.
5. Develop others
Leaders who care about the development of subordinates and who also take the time to develop these people reap the benefits in the results produced.
Well-trained people are far more productive. Most people want the opportunity to develop new skills and competencies.
Leaders who are focused on helping team members develop are always viewed in a very positive light. Developing others has the twofold impact of elevating performance and creating a culture that is fun and engaging. It also attracts more people who want to work in it.
6. Is coachable
Leaders who resist feedback are much like the emperor with no clothes. Since they do not seek or want feedback, people don't speak up. Problems slip through the cracks. Deadlines are missed.
However, if a leader seeks feedback and is receptive to advice, colleagues will not stand by if they see that the leader is about to make a mistake. Leaders who ask for feedback from others and work to make improvements are highly respected. Their coachability is an example to everyone.
Having the ability to simultaneously drive for results and practice excellent people skills is a powerful combination that has a dramatic impact on a leader’s effectiveness.
As noted earlier, we found that leaders who possess both of these skills were rated in the 91st percentile in their overall leadership effectiveness.
Final Thoughts:
Integrity and trust are fundamental to effective leadership, as they form the bedrock upon which all other leadership behaviors are built. Without trust, it becomes exceedingly difficult to foster motivation, establish ambitious goals, or communicate a clear strategy—ultimately undermining the success of these efforts.
