What I think about when i think about leadership - part 2

A Title Inspired By Haruki Murakami

Sustaining and Elevating Leadership

Welcome back! In the previous post, I discussed setting a clear vision and building the right team. Now, let’s explore what it takes to sustain that momentum and foster a leadership culture that thrives.

3. Motivation: More Than Just Money

Motivation is a sacred subject, and honestly, I think it’s deeply personal.

One thing I’d love to see canceled in 2025 is the idea that salespeople are only motivated by money. It’s a bit of a cliché (and honestly, an eye-roll-worthy one) that the only thing motivating a salesperson is money. You might be thinking, “Well, Elle, I want all my salespeople motivated by making money.” Who isn’t? Even kids are out there selling cookies for a few bucks. No one denies the strength of money as a motivator.

But here’s the real question: What else competes with money? What else do you have in your arsenal? Recognition, praise, awards—you know, the things that don’t come in cash form. Some overlooked motivators: opportunity, visibility, contributing to a team’s success, personal growth, and the pride of mastering a craft.

Motivation is a deep subject that requires its own blog post. Wait, that is it!  I'll delve deeper into the mysterious world of motivation in the coming weeks. For now, I challenge you to become a human anthropologist and observe the strange (sometimes) and wonderful things that truly get your team members fired up (besides, you know, the almighty dollar).

Meanwhile, here’s a better question: What motivates you to lead?

Motivation isn't static. It's a dynamic interplay between your values, your passions, and the context you're operating in. Additionally, your motivators may evolve over time as you grow and learn. I encourage you to stay observant of your energy levels (what gets you excited or drains you) and reflect on your past experiences. Stay curious and keep exploring.

Also, be honest with yourself. If your motivation is primarily about your own success, with little commitment to elevating others, then leadership—and doing it right—might not be the path for you. Let’s shift the narrative: you can advance your career without stepping into leadership.

Many people pursue leadership because it carries prestige, power, financial rewards, and more. While those are natural incentives, they aren’t the right reasons to take on the responsibility of leading others. The world already has plenty of charismatic leaders. For sustained success, companies need commercially savvy leaders who are committed to the team as a whole—not just to individuals, and certainly not for personal gain.

4. Fostering Growth, Even When It Means Saying Goodbye

As a leader, you are everyone’s leader. If a team member is not meeting the standard, you and the team have set, it’s time for a closer look.

For example, I had a team member who, when asked for assistance with a client issue, said he was too important to spend time on something like that. First, it was part of his job description; second, speaking to a teammate in such a dismissive way was completely unacceptable.

After a heart-to-heart conversation, he admitted he wanted to do more—but what he wanted to focus on had no real business value. It wasn’t helping our customers or the company.

Two days later, he resigned. I didn’t try to convince him to stay—he made the right call. In reality, I was excited for him because he had found an opportunity that would allow him to focus on and grow in the areas he was interested in. Sometimes, either the company outgrows you, or you outgrow the company or your role.

As Adam Grant says “Bad bosses keep people stuck in dead-end jobs. Good bosses create opportunities for people to grow and advance. Great bosses encourage people to pursue growth and advancement even if it means leaving for another organization.”

5. Don’t Believe in Everything You Think

Our egos can lead us astray, pushing us toward negative assumptions. When in doubt, ask questions. Otherwise, we make decisions based on the stories we tell ourselves.

I had a team member who was excellent with customers and her peers. However, she was frequently late. She’d always apologize, and I could tell she was sincere—until one day, she didn’t show up at all.

The ego was loud: She’s irresponsible. But at that point, I knew better. I asked, and she shared. Her home life was under significant stress. Once I knew, we made scheduling adjustments to accommodate her temporary situation while ensuring coverage for the team.

This is what I mean by the personal and professional being intertwined (See Part 1)—and please, don’t believe everything you think. Assume the best intentions until proven otherwise. In other words, extend people the grace of doubt.

Thank you for joining me on this reflection. I always learn as much from writing these posts as I hope you do from reading them.