Message From Julie: Would You Want to Work for You?
Author: Julie Chance, Founder of Action-Strategies-By-Design
Think about a leader that motivated you to go above and beyond – to give it your all – to put out additional effort, overcome obstacles and achieve results. It could have been a manager, teacher, coach, mentor, or scout troop leader. What did that person do or say that led to you being willing to perform at your fullest potential and even beyond? Take a minute now and jot down your answers.
This is a question I ask when I work with leaders and here are some of the responses I hear:
- They sought my input
- They listened
- They cared about me as a person
- They believed in me – sometimes even more than I believed in myself
- They asked about my goals and what was important to me
- They asked questions
- They were a great communicator
- They had high expectations and communicated those expectations
- They challenged me
- They gave me opportunities to learn and grow
- They took a chance on me
- They acknowledged and appreciated the work I did
- They created an environment where I could grow, make a difference and have fun
I bet some of these same things came to mind for you as well.
Then I turn it around and ask: “If I asked your employees this same question, would your name make their list?”
What would your team members say if I asked them that question?
It’s Not Just About the Money—It’s More About the Meaning
This isn’t just anecdotal. Research backs it up. In a TINYpulse study of over 200,000 employees, only 7% said money and benefits were what motivated them to go the extra mile. The top three answers were:
- Camaraderie and peer motivation (20%)
- Intrinsic desire to do a good job (17%)
- Feeling encouraged and recognized (13%)
And yet—here’s the kicker—only 1 in 5 employees reported feeling strongly valued at work.
That’s a huge opportunity.
How Can You Make the “Best Leader” List?
Being a great leader is less about what you do in the limelight and more about what you do in the whitespace – between the lines.
In the work I do with leaders and teams, I see time and again how the smallest moments carry the most weight. The quick check-in with a team member. The way you respond when things go wrong. Whether or not you genuinely listen in a meeting. These actions communicate loudly. And here’s the hard part: our intent doesn’t always match the impact.
We may think we’re being supportive or approachable, but if our team is experiencing us as distracted or dismissive, our impact is falling short. And that’s what sticks with people.
Get intentional about the things that matter most.
- Model the Culture You Want to Create
Your actions set the tone. If you want a culture of collaboration, stop incentivizing internal competition and start rewarding team wins. If you value initiative, be sure to recognize it when you see it.
- Recognize What’s Right
Too many leaders assume their people know they’re doing a good job. But most people need to hear it. We’re wired to seek feedback—even if it’s subtle. A genuine “thank you,” a quick shout-out in a meeting, or a note of appreciation can go further than you think.
- Understand What Motivates Your Team
Ask about their goals. Learn what matters to them personally and professionally. Then, help them see how their contributions move both the company forward and get them closer to what they care about.
- Take Time to Reflect
Get curious. Ask for feedback. Listen—really listen—to what’s working and what’s not. And then, be willing to shift. In the HBR article, The Small Actions That Become Your Legacy, Elisabeth Hayes suggests asking yourself questions like:
- What do I want peers and direct reports to say about me when I’m not in the room?
- What tone do I set (even unintentionally) in my communication?
- What qualities do I want to consistently demonstrate in my interactions?
She also encourages leaders to seek feedback from a few trusted colleagues.
Then important to move from insight to action. Some of these shifts might include:
- Delegating in a way that gives team members greater autonomy.
- Increasing accessibility and approachability.
- Sharing thought processes and the reasons behind your decisions.
- Publicly acknowledging the contributions of others.
- Slowing down before responding under pressure and modeling a steadier tone.
You are Writing Your Leadership Legacy Right Now – Intentionally or Unintentionally
You don’t need a big title or a final speech to shape your leadership legacy. You’re shaping it in hallway conversations, check-ins, Zoom calls, and emails. You’re shaping it when you pause to listen—or when you don’t. When you give someone space to grow—or when you overlook them. And your name? It’s either making the “Best Leader List”—or it isn’t—based on the actions you take every day.
Be the leader you would want to work for.
