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The Gap Between How You Feel About Others and How You Make Them Feel
We most admire leaders who make us feel differently about ourselves.
The confidence they project about who we are and what we are capable of transports us to a higher place. As a result, we want to be around them and emulate what they do. When a leader you respect believes in you and demonstrates that conviction through their everyday behaviors, team members grow wings.
Most leaders aspire to show people how much they believe in and care for them. But tasks, deadlines, meetings, and problems get in the way. The gap between how leaders feel about others and how they make them feel through their behavior is usually larger than we would like to acknowledge.
Closing the gap requires leaders to set aside time to engage team members when they are the primary focus. Providing others with opportunity, advice, credit, responsibility, guidance, praise, and visibility is a good start. Removing obstacles, celebrating successes, investing in strengths, sharing confidences, and advocating for them adds more color.
Team members more often than not live up to the expectations admired leaders have of them. Better yet, with the tailwind generated by a respected leader behind them, team members become the best version of themselves. No wonder they will do anything not to let a leader like this down.
This is what the power of leadership has in store for those who achieve even a modicum of mastery for what we call fanness®. Leaders who would do virtually anything to help others succeed and cheer them on whenever they can demonstrate fanness in its highest expression. We can all be better fans.
Are you a fan of those you lead? Do they feel it?