Leadership MAP

The other day, I was listening to a podcast that reminded me of Daniel Pink's work on Mastery, Autonomy, and Purpose. Pink argues that motivation and success come from Mastery (the drive to improve), Autonomy (the desire to direct our own lives), and Purpose (the desire to contribute to something bigger than ourselves). I think these elements are crucial for personal growth, but from a leadership perspective, there's more to the story.

While personal drive is essential, great leadership can supercharge a team's motivation, development, and success. Leaders have the power to shift the focus from individual mastery, autonomy, and purpose to a collective mindset. Reflecting on my own career, I've realized that while self-motivation is crucial, my most significant growth spurts always involved a strong leader who played a key role in shaping my mastery, autonomy, and purpose.

Mastery

During my second year of university, at age 19, I began my career in higher education as a Resident Assistant (RA). I was tasked with overseeing the well-being of 30 young men within a residence hall of 150. Initially, I believed that maintaining an authoritarian presence and creating distance between myself and the residents would be the most effective way to manage behavioral issues and enforce rules. However, I quickly realized that this approach was going to be a disaster.

My supervisor had advised me to simply be myself. She continued to guide, support, and coach me. Her approach allowed me to utilize and further develop my natural skills and abilities. By continually working on my communication and relationship skills I would become better at not just resolving conflict but be better at building a community. Throughout my time in student housing, I became known as a skilled conflict resolution expert, often asked to provide training at various institutions. This mastery was catalyzed by the continuous coaching and support I received from my supervisor and fellow RAs, which not only helped me develop conflict resolution skills but also shaped me into the leader I am today.

Autonomy

A few years ago, I found myself stuck in a rut, struggling to gain momentum with the research agenda at my college. The arrival of a new interim VP, with a tenure of roughly a year, left me feeling even more discouraged about the prospects of advancing research.  "There's no way I'm going to get any traction on growing research now," I thought to myself.

But then, a glimmer of hope emerged. In our initial meeting, he simply asked: "What are your priorities that I can help you tackle over the next twelve months?" Research, naturally, was at the top of my list. His subsequent actions, however, didn't immediately strike me as autonomy-building. I had, after all, been championing research for the past 5 years with minimal success.

Yet, his strategy was subtly brilliant. He elevated research as a key issue for the executive team, and consequently, the entire college. He also set clear expectations, providing me with specific tasks, guidelines, and milestones. He didn't shy away from asking tough questions, challenging my assumptions about research, my communication style, and my perceptions of other stakeholders.

Through this experience, I discovered a profound truth: autonomy and agency aren't solitary pursuits. I realized that those who challenged me didn't diminish me; they refined me. His approach wasn't simply about clearing obstacles so I could proceed unchecked; it was about cultivating a receptive environment for new possibilities. And a significant part of that transformation occurred within me.

Purpose

"John, I hear you're doing great things."

My ears perked up; who wouldn't want to hear those words? This was my introduction to a mentor who would profoundly shape my professional career. Fresh out of my MBA, I was new to the Ontario college system but felt I had found my calling creating healthy, positive residence environments. I had only been in the role for a couple of months when, walking through the college halls, an elderly gentleman pulled me aside with that impactful statement.

I was taken aback. Who was he? How did he know me, or anything about my work?

Turns out his nephew worked for me, and he was a VP emeritus at the college. Little did I know how much he would change my perspective on my work and the impact I would have in higher education. Over the next four years, we had many casual yet incredibly impactful conversations.

One stands out: he asked where I saw my career going. I didn't have a clear answer. I was content, happy on the front lines, in the mix of things. I told him I could see myself in residence life for the rest of my career. His response was a turning point.

"John," he said, "you're making a positive impact on hundreds of students in residence, but you need to think bigger. You have the skills and ability to impact thousands upon thousands."

His words unsettled me. I pushed the thought away, returning to my comfortable routine. But his words echoed, resurfacing every so often. He had given me a gift: a new way to think about impact, leadership, and purpose. What I thought was my purpose was merely a stepping stone toward a greater one. From that point on, my work has been guided by a desire to create a lasting, positive legacy that extends far beyond any single interaction.

Leadership MAP

Leaders don't just manage tasks; they ignite potential. They inspire mastery, cultivate autonomy, and illuminate purpose within their teams. By fostering these elements, leaders can propel their teams toward unprecedented self-motivation and success. How can you, as a leader, build a Leadership MAP for your team? Here are a few strategies to get you started:

• Feedback: Don't just tell them what to fix; show them how to grow. Give specific, behavior-centered feedback that empowers them to improve.

• Delegate: Don't just offload; entrust. Give your team the most important and valuable work, showing your trust in their abilities.

• Raise the Stakes: Don't just expect; challenge. Set expectations that feel just out of reach, pushing them to achieve more than they thought possible.

• Rapport: Don't just lead; connect. Know your team on a personal level, understanding their feelings, ideas, and individual needs.

• Be Consistent: Don't just support; guide. Regularly challenge and support your team in a variety of circumstances, providing a steady hand as they navigate new terrain.

• Recognition: Don't just praise; inspire. Tell them they are great, believe they are great, and show them they will be even better.

• Practice: Don't just avoid failure; embrace it. Frame failure as a stepping stone on the path to success, not the end of the road.

Remember, motivation and success are fueled by Mastery, Autonomy, and Purpose. As a leader, your actions can directly influence your team's ability to harness these elements sustainably and repeatedly. So, take a moment to reflect: What are you doing to build a Leadership MAP for your team?