How to Be an Inspirational Leader

How to be an inspirational leader

Being an inspirational leader requires creating an environment where your workforce can thrive. Here are some best practices to help you become an uplifting and effective leader.

Build a strong culture.

Leaders seeking to inspire their teams must first create a strong, supportive culture. According to Chris Timmer, CEO of Linnworks, developing a culture where everyone feels valued is the foundation of success.

“A collaborative culture ensures that the right people are working together effectively, sharing ideas and supporting one another,” explained Timmer. “Once a strong culture is in place, the next step is alignment. It’s crucial for leaders to ensure that the team’s efforts are centered around clear, common objectives and a unified vision.”

Michael Browning, CEO and founder of Unleashed Brands, advised modern leaders to lead with authenticity, synergy and tenacity while creating a culture rooted in trust. “Leaders should be humble yet confident, work collaboratively with their teams and maintain clarity around the why in all interactions,” Browning said. “Encourage curiosity and innovation with [your] team to disrupt the status quo and keep the organization moving forward.”

Operate with a growth mindset.

Whether you’re beginning your first management role or have been a leader for decades, a key component is regular self-reflection and improvement. A leader believes that they can keep developing their skills and abilities. These aspects of yourself and whether you’re good or bad at something aren’t set in stone.

Having a growth mindset in your business means seeing limitless potential in yourself as a leader and in your team. Employees working with this philosophy are open to feedback, see failures as opportunities and are eager to learn. Leading with a growth mindset helps colleagues across your organization shift their perspective in the face of adversity. It also inspires innovation and professional growth, and increases accountability.

Deconstruct and reframe the idea of an “inspirational leader.”

To be an inspirational leader, you first need to remove the theoretical framework of what it means to lead or to inspire from your brain. While this may sound counterintuitive, leadership is about authenticity. This leads us to the second step: start building your own definition.

There’s a socially constructed archetype for an inspirational leader: brave, decisive, tall, relentless, committed to the vision, charismatic, down-to-earth, thoughtful and creative. The list of adjectives could go on and on. The problem is that no one is entirely like that. Leaders’ behavior may mirror these adjectives occasionally, but no one is a robot who can always fulfill those characteristics.

So, how do you rise above this problem? Deconstruction. Real people are not at their best 100 percent of the time — but that does not make them less inspirational. Accept that there will be days when you nail it and days when you feel like you fall short. Set attainable, specific goals to become an inspirational leader, and choose to view your mistakes with a growth mindset.

Allow yourself to become vulnerable.

People become inspired by removing the masks and veils of obligation and stepping into a place of vulnerability. You have to find a space where you are comfortable with your shortcomings and embrace them. This is not because you read it in a book or heard it in a seminar, but because you have found out just how liberating it is to be you.

That’s the most inspiring thing you can do. You can’t demand anything of others, because that’s not inspiring — that’s pressure. Inspiration is breathing, and breathing is about freedom.

You can’t believe that you are going to change people; you can’t want that either. You have to see the best in everyone and try to shape and orchestrate the organization in a way that leverages the best of each person. At the same time, you must be bridging their shortcomings through how you organize the team, rather than through pressure for self-improvement.

Leadership comes from the way you behave. The way you behave is a reflection of your habits and values that are carved out like glaciers over long periods of time. Superficially changing these habits or behaviors will only take you so far. If you emulate compassion, thoughtfulness or creativity, that may work at first. But, it will slowly become a cage that engulfs your expected behavior.

Embrace your flaws and unique characteristics.

If you have successfully given up on the constructs of leadership and inspiration, your glass is now empty; you may begin to fill it up again with your own self-brewed tea. What are your unique personality traits, strengths and weaknesses? How can you leverage them?

Some people can lead by being vocal — others, by staying quiet. Some might lead by being creative — others, by being highly methodical. Some might lead by being challenging and inquisitive — others, by being acquiescent and thorough. Some might be exceptional at micromanagement — others, at empowering and releasing others.

People don’t all value the same things. Some may want a partner who is always calling to check up on them. Others may find the same behavior annoying and smothering. Begin to identify who you are — not who you think you should be based on theory, but who you feel comfortable being.

It’s a lot easier to build a team if you embrace who you are. It will be easier to recognize the gaps — and easier to accept these same gaps in other people. If the “leader” is always trying so hard to be things they are not, they will stimulate the same behavior in others. This will promote an environment where it won’t be easy to understand where the shortcomings are; people will be hiding them as something “bad.” But, shortcomings are the foundation upon which amazing teams are built. [Read related article: 52 Inspirational Quotes About Success by Influential CEOs]

Leadership mistakes to avoid

As you settle into your leadership position, it is easy to develop bad habits. You may not even realize the negative impact at first. Here are some of the common missteps to avoid when shaping your behavior as a leader.

Neglecting to give feedback.

Coaching conversations can be uncomfortable, but growth does not happen for anyone who stays in their comfort zone. Avoiding these important conversations with your employees not only stunts their growth as professionals, but also holds you back from being a great leader.

The most effective approach to feedback is giving it in a timely manner with open communication. In these conversations, set clear expectations. Also, ensure your employee walks away with a solid understanding of how to handle the situation, project or task in the future.

Do not wait until performance reviews to discuss where they’ve missed the mark and how to improve. If your team is unaware about how they’re doing, they’ll continue making the same mistakes — failing to reach their full potential.

Regularly recognizing great work is just as important as course-correcting negative employee behavior. Positive feedback motivates and empowers by letting employees know that their hard work is appreciated. Whether it’s in person, via email, on your Slack channel or in a weekly team meeting, give your employees a shoutout for their recent accomplishments.

Operating as a task manager instead of a people leader.

While your team functions to accomplish specific tasks, effective leaders do not get lost in the weeds of managing daily activities and operations. “Leaders who are overly controlling and don’t empower their teams to make decisions can create a sense of frustration and disengagement,” Timmer shared. “This style of leadership stifles autonomy, creativity and initiative, especially in progressive organizations that emphasize continuous improvement.”

To build trust and create a collaborative culture, Timmer suggests leaders delegate wisely. Do not take on too much for the sake of being in control and having a project done a certain way. It is easy to fall into the trap of picking up the slack for your team to ensure you maintain a positive image and reputation as a manager. With this approach, it’s only a matter of time before you burn out and end up with a disengaged team.

Employee performance improves when you challenge your team, give them more opportunities and trust in their abilities. If they fail, the results may not have turned out well that time, but their output will be even greater in the long run. They’ll learn and grow from that experience and your guidance.

Managing in this way takes more of your time and energy, but it will make you a more inspirational leader. Prioritize getting to know your employees — observing their diverse skills and abilities in action — and finding ways to invest in their development.

Not reflecting on wins and losses equally.

All organizations will face both wins and losses. Browning believes great leaders should strive to create an environment where teams can learn from both.

“Teams need moments to celebrate their victories and reflect on their losses, as both are essential for growth and morale,” he said. “Great leaders understand the importance of balancing these emotional moments by giving their teams the appropriate time and space to acknowledge and process outcomes, whether good or bad.”

Failing to show empathy.

Empathizing with others is one of the best ways for leaders to develop a rapport with their teams. According to Timmer, leaders who fail to do this may inadvertently signal to their team that they are not valued as individuals.

“Without understanding and caring about team members’ challenges and needs, leaders can come across as selfish or disconnected,” explained Timmer. “Leaders can avoid this by actively listening to their team members, recognizing their contributions and providing support tailored to their individual needs.”

Being unavailable and disconnected.

Busy leaders often get bogged down with their own work, meetings and commitments. For the sake of time, it may be tempting to take a hands-off approach after assigning projects. Instead, plan to follow up and create channels of communication where employees can find support throughout their progress. Find the balance between giving your employees freedom and being there to help along the way as needed.

Are you managing employees remotely? Employee engagement will need to be more formally scheduled to ensure your staff feels like they have access to you. Commit to regular virtual check-ins. Set your team up with the right tools and resources to connect with each other across platforms and collaborate — especially if the team is remote or hybrid. Investing your time and effort in strengthening teamwork will have endless benefits.

Not making time for fun and informal team connections.

Don’t ignore your team’s need for informal, human-to-human connections with each other beyond their daily tasks. For leaders working in an office or hybrid setting, it’s easier to have informal conversations and get to know your team in more casual circumstances. If your team is remote, initiate creative activities and resources to virtually bring your team together.

Even the smallest gestures have the potential to boost morale, increase productivity and improve employee retention. Try engaging activities to help your team build more significant connections. These can include virtual birthday gatherings, online games, shared playlists, company retreats, webinars, lunch-and-learn sessions, mentor programs and happy hours.

“Leaders should prioritize fun and find joy in the journey each day,” said Browning. “When you are having fun, you stay motivated when things get tough, and that persistence is what ultimately leads to success.”

Gabriel Fairman contributed to this article.