What a Leader Does and Says Will Drive the Outcomes of Other’s Actions — How You Can Make a Difference

Two subjects that interest me the most are influence and motivation. I plan to have several upcoming articles on both subjects. Recently, I read an article from the Harvard Business Review website — Financial Targets Don’t Motivate Employees written by Lisa Earle McLeod and Elizabeth Lotardo. Several things connected with me immediately. First, I agree that it is not always about the financial targets. Second, that what leaders talk about makes the biggest difference in outcomes.

Throughout my career, the question, “what are you doing to drive these great results?” has been responded to with “I am talking about it with my team.” I have likely even said that myself at some point. I have always thought that the response was a bit hollow, yet in many cases, great leaders don’t recognize that what they are doing may be unique or having a powerful impact. It is not that they’re talking about a subject; it is how they talk about it. 

From that same HBR article, there was a chart that I thought explains perfectly the cycle of a leader’s impact on their team and those they influence.

What you say, the words you choose, the energy in which you speak, and the conviction you demonstrate creates what the team will believe in. Done well, you will create a mindset for your team that reflects your beliefs and vision for your business. That mindset will become the driving force behind your team’s behaviors and actions when engaging with customers, peers, and others across the organization. The outcome of those collective activities defines the results for the group. 

The impact on others, not money

In many businesses, but especially in the wide span of retail, employees rarely join thinking about how many sales they can generate for a certain business. Most need a job and money for themselves. Many want to work someplace that they enjoy what they are doing and how they can connect with other people. Your role as a retail leader becomes influencing employees to have a great desire to provide solutions through their connection with other people and how they are helping them. This is ultimately what will maximize the results in your business. 

People don’t work for companies, they work for people and purpose

With few exceptions, people are driven by connecting with other people. Even those attracted to marquee brands and businesses will only remain there if those they work for embody the brand essence they expected. Disney, Starbucks, or Apple are all brands that people would immediately say they would love to work for. They are consistently rated top places to work. But how long would you stay if you went to work for any of those companies and your leader did not fit the brand you expected? Eventually, you would leave because you work for someone, not just the company. (I realize that likely would not happen in any of these companies because the brand and expectations to support it are so high, leaders that do not represent the bigger cause do not last long.)

Financial results are an outcome, not a root driver for employee performance.

“We generated $1,000 in sales, we sold 500 widgets, or we solved 200 people’s problems with a meaningful solution.” Which do you gravitate towards? They all might say the same thing, but only one connects your behaviors to other people with a purpose.

The more a leader recognizes that financial results are the outcome of the team’s collective actions, the quicker they can recognize how they can have an even bigger impact on those results. Talking about the sales goals or the day’s metric will not, by itself, get you the results you want. Especially not in a sustained way. Helping the team see how what they are doing is making other people’s lives better is a way to deliver a better customer and associate experience while producing consistently positive results.

How will you lead for connection and not just financial targets?

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