“They” are your team. You are their leader. This is what they want:
Meaning. Also known as “purpose” and “vision.” When they say, “I want to be part of something larger than myself!” this is what they’re talking about.
Trust. I once heard a leader say, “They have to earn my trust.” The only acceptable response to that statement is, no.
You recruit them and then hire them because you believe they have what it takes to make you and the team better, to help you fulfill your purpose and vision. And then they show up and have to earn your trust?
Your job is to earn their trust, every day. The trust that comes when you care for them, when you provide them the resources they need to be successful, when you care for them, when you clear roadblocks for them, when you surround them with great people, when you care for them…you get the idea.
Freedom. They are smart (because you hire smart people) so let them work. Make job expectations clear, the parameters of the project explicit, and work hours flexible. Give them space within a defined context and then get out of the way. And stop having so many meetings. Meetings are killing your culture, reducing feelings of freedom and corroding trust.
Development. Everyone has a development plan, a roadmap to their future, their definition of “more.” You coach them with feedback, powerful questions and accountability for progress. You give them resources, study groups, speakers, coaches, whatever is needed to cultivate and catalyze the learning. This is about creatively answering the most important question in front of you: How do we equip ourselves for change? Yes, it’s expensive but not nearly as expensive as filling all of the open positions that will exist when they leave to find these things someplace else.
DAVID BERRY is the author of “A More Daring Life: Finding Voice at the Crossroads of Change” and the founder of RULE13 Learning. He speaks and writes about the complexity of leading in a changing world.
