Be a Better Manager by Appealing to Your Employees’ Most Noble Intentions

Last week I had a discussion with my sister, an educator. She and her husband teach subjects related to optics and light, which require some pricey equipment. They’ve had items “disappear” in the past. To head this off, they have come up with this groundrule they announce to classes up front: “If you feel you really need any of this equipment, don’t hesitate to let us know. We will work with you to find options to help you get what you need.”

This works on so many levels, I hardly know where to begin. They have generously offered their students access, time and attention.  They have pointed out another option that makes stealing irrelevant in most cases.  And even if the someone wanted to steal just to resell an item, this approach will not allow many people to take advantage of a person who appears to be looking out for them.  Their offer appeals to Humans’ higher nature.

At another level, what a powerful opening “move” to demonstrate to your audience how seriously you take them, and your subject.  It’s telegraphing, “I’m on your side.  I respect that you might be so interested in this topic that you might genuinely  need this equipment. And this is a subject that deserves respect.  I want to help you with it even though I don’t even know you very well, yet.”  In fact, it even implies, “I expect you are serious, talented students that want to participate in a way that benefits everyone.” From my years-old, but still timely Dale Carnegie training, they are giving their students “a reputation to live up to.”

So Managers, how does this translate to working with your employees more effectively?  Do what I call, “Appeal to Their Most Noble Motives.” You can use this approach to prevent or respond to undesirable outcomes. Several years ago I supported a group that was a little too good at “academic debate.”  The way they picked apart each others’ work in the name of rigorous research standards left some feeling beaten up or invisible.  It felt like a license to bully.  Unfortunately at the time, the intention to transform this environment didn’t have enough traction.  But several months later, their new manager told me he had solved the problem.  He engaged some of the highest level (and most bullying) participants to help him set another tone for this group.   He told them he needed their help.  He didn’t pick on the unhelpful behavior, but described the behavior he wanted to see in the group, and how they specifically could help create more inclusion and participation from everyone.  He showed confidence in their ability to model the more effective behavior. In other words, he appealed to their most noble motives to make a meaningful, positive difference in the group’s functioning, given their status as senior professionals.  Who wouldn’t want to respond to that?

The other thing I love about this approach is that it creates a virtuous (as opposed to a vicious) cycle. The example above may seem like spin, but I don’t advocate insincerity – which does not work for me, not only ethically, but it’s also bad management.  Humans can sniff out a fake, which takes you in the opposite direction you want to go – and then you will have a vicious cycle on your hands.  What I mean by virtuous cycle is that when you think through your approach, you too identify your own noble motives – what is the most wonderful thing you want for your employees, in service to your goal, and why? And then, if you mean it, express it, and you are on your way to creating an environment that brings out more of the untapped Human potential in your employees.

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Related posts:

1. Mary’s 7 Ways to Be a New Leader to Your Employees (No Makeover Required)
2. 3 Keys to Being a More Effective Manager: Work With Human Nature to get More Done through Your Employees and Treat Them Well at the Same Time
3. Taking Interest in ‘EEs Lives: Don’t *Act* More Human, Be More Human

Tagged as: human nature, leadership, performance