We’ve all worked for people with different leadership styles. Leaders have such a profound impact on your work experience, it’s hard to not pay attention to how this affects you. I’ve worked for passionate, caring, controlling, lazy, paranoid, visionary, tactical, and inspirational leaders over the years. You never forget how their style impacted what you brought to the table at work. The average leaders don’t stick out, it’s the really good and really bad ones that we remember.

Some leaders are coasting and not purposefully leading toward a goal. Conceptually, some of these would like to be more inspiring, but they just don’t have a vision to share. Some are leading toward a goal, but one that they don’t share with anyone else. Other leaders have a way of getting you and their vision of where the business could move into the same space and you can literally feel your energy getting bumped up when you talk with them about it. Finally, there are leaders who don’t seem satisfied until everyone is in a state of panic, it’s their happy place.

Supervisors and managers want their people to be motivated. Putting the effort in. Making the most of the hours in the day. There’s a great big difference in the output and style of work between people who are passionate about their work vs. the employee who you have put into a state of panic.

Obviously, they both look like they’re putting the effort in, but the difference could be taking a toll on the long-term performance of the organization by eroding the quality of your culture. We all know the value of intangible assets in the modern knowledge economy. Yes, even accountants take intangible assets into account when assessing the quality of an organization. Intangible assets are often more important than realized assets in the long-term.

Profitability is heavily impacted by the customer experience. The customer experience is what determines brand… The culture and capabilities of the organization determines the customer experience. Management style creates organizational norms which over time create culture. It’s tough to argue that culture is not a leading indicator to a lot of powerful measures within the company.

Fear-based management, however 1950’s it may be, is still out there. Pillaging the quality of people’s lives and motivation. Tearing away at people’s natural desire to put their heart and soul into something cool while on the job. People love being proud of their work, it’s build into our soul.

Seek to inspire your people to have passion about their work, and avoid the traps of fear-based motivation. You’ll see the impact on your income statement either way.

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Categories: Culture