blogging about DIRECT LEADERSHIP

OUCH! Touché!

with one comment

Last Thursday a trainer asked me “What about MOTIVATION?”

She wanted to know how the Direct Leadership model relates to the demand for managers to motivate their employees.

At first I did not even understand her question. What was she talking about? The question related to the Direct Leadership model, which is all about the leader’s job deliverables and as such all about motivation. So how could she possibly ask such a question?


However, since I was so puzzled, the question stuck with me until I found myself ”touché”. Hit by my own arrogance.

Just as I originally saw that we had mistakenly taken for granted that the majority of people – once given a group of direct reports to lead – would automatically know what the deliverables involved were. Now I had taken for granted that it was self-evident how my model as a whole would increase a leader’s ability to motivate.

Next question: how come it is not self-evident?

I think there are two reasons.

One is that ”motivation” and motivating others” are terms we use as if ”motivation” is in itself an end and not a means to an end.

The other is that we have become used to talking about leadership only in terms of competencies. In this context the ability to ”motivate others” can easily be seen as a competency that can stand alone.

However , when looking at the interaction between leaders and employees in terms of deliverables, then we automatically become more operational.

The Direct Leadership model teaches the operational, practical deliverables of leading others – what we want leaders to do/achieve when they interact with their employees.

Let us take a similar perspective on what we want leaders to motivate employees to do and experience.

I believe that largely spoken, we want leaders to ensure that their subordinates:

Meet their job responsibility:

  • carry out their particular job in accordance with short and long term goals, the organization and its processes ,with a basic understanding of the big picture

Communicate & Collaborate

  • communicate and collaborate with clients and co-workers with the aim of serving everybody and the entire organization

Feel appreciated

  • feel appreciated, because that makes them more loyal and productive

Utilize their competencies

  • utilize their competencies and their potential for the benefit of clients and colleagues as well as for their own satisfaction

Make sound operational decisions

  • make sound operational decisions within their field of expertise and responsibility

Are efficient & productive

  • we want employees to act productively and efficiently including contributing to continually improve their efficiency.

And let us now juxtapose the 7 roles with these 6 targets that we could call the “employee deliverables”:


Make sense to you?

It does to me …


Written by Karin Zastrow

October 7, 2014 at 08:08

Posted in Misc

One Response

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  1. Is clear and make sense to me GOOD !!!



    October 7, 2014 at 14:24

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