This one made me pause for a minute. Identifying ways to empower, influence, support, and motivate the people I lead doesn’t feel like my immediate strong area. It’s not that I can’t do it, it’s just something I need to exercise more. I’ve always been strong in competence, and when I’m given autonomy, I absolutely have the drive and self-determination to deliver. But relatedness? That’s the area I have to work at.
Because relatedness isn’t where I naturally shine, I sometimes miss opportunities to fully understand or respond to others’ needs. That can impact motivation and performance, especially when people are looking for connection or a sense of belonging. I don’t think it makes me a bad leader. I think it just means I have to be more intentional and direct in my actions and conversations.
I already hold regular check-ins, but I’m realizing there may be more intentional ways to drive openness and comfort in those spaces. I want to make it easier for others to give direct feedback and feel safe being candid about what they need from me. That kind of honesty could help me better support their core needs and create a more motivating and engaging environment.
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This post is part of my 🎀 Power in Pink: My MBA Leadership Journal series.
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