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Effective leadership can steer a business towards success. A variety of skills make a great leader, and clarity, creativity, and appreciation can be three of the most important when utilised correctly.
These three areas can often be overlooked, yet they harness the potential to engage, motivate, and promote efficiency of employees. Dr Esther Zeledon, founder of BeActChange noted that bringing these themes together can help build effective and holistic leadership.
Clarity
“Organisational clarity implies a profound understanding and alignment with the mission and vision of the organisation. When these guiding principles are not only articulated but also widely understood and embraced throughout the company, they become a driving force behind enhanced performance on organisational, team, and individual levels,” said Dr Zeledon.
“At its core, organisational clarity rests on a crystal-clear articulation of the mission and vision. The future that the organisation aspires to create is called the vision because, when well defined, it paints a vivid visualisation of the desired outcomes. The mission then defines how the organisation will collectively advance toward the vision.”
Being clear with the values and mission of an organisation removes the guesswork for employees and helps to set a path towards success.
Dr Zeledon continued: “Mission is often described as the purpose of the organisation, but the power of the mission statement lies in its role as the vehicle to achieve the larger vision. On an individual level, clarity in organisational vision directly impacts employee performance. Individuals will then choose to join an organisation not merely for a job but because the values and goals of the organisation match with their own purpose.”
“Organisational clarity helps employees comprehend the bigger picture and recognise their role in achieving the organisation’s mission, and this can become a powerful intrinsic motivator, driving individuals to go above and beyond in their efforts. Clarity in vision empowers employees by providing a roadmap for personal and professional development, enabling them to align their aspirations with the organisation’s overarching goals, improving performance but also boosting employee satisfaction and morale.”
Creativity
“The interplay between creativity and development represents a potent force to reshape industries, propel innovative organisations, and form the backbone of a thriving, adaptive enterprise. Once-successful organisations often find that they have succumbed to complacency and risk-aversion, fearing creativity and change that could upset the foundations of their success,” said Dr Zeledon.
“But in the ever-changing world, a refusal to embrace creativity limits development across the organisation. Creativity can serve as the driving force behind groundbreaking ideas, inventive solutions, and the continuous evolution of products, services, and strategies.”
Innovation and creativity work hand in hand, and getting it right can assist in boosting organisational success. Innovative companies stand out from the competition, a crucial factor in the modern workforce.
“Creativity promotes innovation and development through its impact on people, especially the high achievers within the organisation – the trailblazers with an entrepreneurial spirit who thrive on pushing boundaries and creating impact. These movers and shakers place great emotional value on the freedom to use their creativity to contribute to the success of the organisation, and their creative thinking becomes the compass that guides development, turning challenges into opportunities and setting the stage for sustained growth,” Dr Zeledon said.
“High achievers employ creative problem-solving to not only overcome challenges but as stepping stones to breakthroughs that spur innovations. In a culture that values creative freedom, high achievers leverage their ingenuity to navigate complexities and propel the organisation forward, contributing to its resilience and long-term development.”
Appreciation
Dr Zeledon outlined: “More than recognition, at BeActChange, we emphasise appreciation – the acknowledgement of an individual’s value and contribution. While related concepts, recognition is based on the factual accomplishment – the outcome – while appreciation touches emotions, focusing on the person, their process, and their unique contribution.”
“This subtle shift makes a tremendous difference, particularly for high performers within the organisation who long to feel valued not only for achieving their goals – which is largely the definition of a high performer – but also for the individual creative approaches they employed to generate the outcome.”
As with many aspects of business, appreciation should not have a “one-size-fits-all” approach. Acknowledging the diversity of people and catering appreciation to individual needs can help policy to land.
“Part of appreciation is also understanding how each person wants to be appreciated, and perhaps most importantly, noting that appreciation can happen daily and not just in response to meeting a milestone.”
Dr Zeledon concluded: “While financial rewards are important, high performers also want to be appreciated for their work style and team contributions, and presented with opportunities for growth and development. Avoiding feelings of overwhelm and undervaluation is crucial for retaining top talent, and high performers who feel valued and that their work is aligned with their personal values are more likely to remain motivated and committed to the organisation.”
Jack Campbell
Jack is the editor at HR Leader.
