Motivating Employees As A Leader

One of the main determinants of your success isn’t talent or intelligence. It's your tolerance for mundanity. When I played in the NBA, people saw the excitement of game night, but not the monotonous, seemingly endless drills prior. And it’s the same everywhere else – we celebrate the big, important moments of accomplishments while conveniently forgetting the THOUSANDS of boring, repetitive actions that made those moments possible. As we grow as leaders, we might admire the polished executive, but then overlook the tedious hours spent practicing difficult conversations and reviewing feedback. A lot of people give up not when things get too difficult, but when they get too dull. The unglamorous preparation, the meticulous review, the patient refinement — they’re all essential parts of the process. Great leaders understand this and help their teams connect daily tedium to meaningful purpose. They recognise that excellence isn't built through excitement but through disciplined routine. You have to make the mundane meaningful through clear purpose. Which mundane disciplines might be the missing link between your current performance and your potential excellence?

𝐋𝐞𝐚𝐝𝐞𝐫𝐬, 𝐈𝐟 𝐘𝐨𝐮𝐫 𝐓𝐞𝐚𝐦 𝐈𝐬𝐧’𝐭 𝐌𝐨𝐭𝐢𝐯𝐚𝐭𝐞𝐝 — 𝐘𝐨𝐮 𝐌𝐢𝐠𝐡𝐭 𝐁𝐞 𝐂𝐡𝐚𝐬𝐢𝐧𝐠 𝐭𝐡𝐞 𝐖𝐫𝐨𝐧𝐠 𝐆𝐨𝐚𝐥. Gen Z doesn’t care about your deadlines. They care about meaning, growth, and ownership. And if your goals don't speak to that... you're losing them before you even start. I once coached a Senior Manager who struggled to get his team to take initiative. He was clear on deliverables. But every meeting felt like a drag. Deadlines were missed. Motivation dipped. Attrition increased. The real issue? His goals were logical, but disconnected from what the team cared about. Once we rewired his leadership approach to align project goals with individual growth and purpose, the change was significant: - Engagement rose - Ownership increased - Team morale skyrocketed Today’s workforce, especially Gen Z, doesn’t just need instruction — they need intention. To unlock peak performance as a leader: 🔹 Set goals that answer why it matters 🔹 Tie tasks to individual growth paths 🔹 Help each member see how their work leads to something they want 𝐓𝐡𝐢𝐬 𝐢𝐬𝐧’𝐭 𝐬𝐨𝐟𝐭 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 — 𝐭𝐡𝐢𝐬 𝐢𝐬 𝐦𝐨𝐝𝐞𝐫𝐧 𝐢𝐧𝐟𝐥𝐮𝐞𝐧𝐜𝐞. To your success, Coach Vandana Dubey "Elevating Leaders, Enriching Souls" Where Professional Growth Meets Personal Fulfilment! #LeadershipDevelopment #GenZ #PeopleManagementTips #MidCareerSuccess #TeamEngagement LinkedIn India

The number one reason top sales reps burn out isn't quota pressure. It's because they work incredibly hard at their job but completely neglect working hard on themselves. Here's what I discovered managing a $195M sales organization: The reps who lasted and thrived weren't the ones grinding 12-hour days in their CRM. They were the ones who built systematic approaches to their entire life. Sales is a game of habits, not just hustle. When you only focus on quota, you're building a house on sand. When you work on yourself systematically, everything improves. The top performers I mentored used what I call the four-part productivity system: #1 The PACER Calendar Method. They color-coded their calendars into five buckets: Personal (purple), Admin/Action (red), Creation (deep work), Enrichment (learning), and Recovery (yellow). This prevented them from being reactive to whatever hit their inbox. #2 12-Week Planning. Instead of annual goals, they broke everything into 12-week sprints with clear micro-steps. They knew exactly what to focus on each week to hit their biggest goals. #3 Daily Win System. Every night, they spent 5 minutes journaling three wins, decisions made, and lessons learned. This prevented the "what did I even accomplish?" spiral that kills motivation. #4 Weekly Reset Protocol. Every Friday, they did a 30-60 minute review of energy vs. time, cleared their workspace, and planned the next week intentionally. When they did these, they showed up with more energy, clearer thinking, and better resilience. Your prospects can feel the difference between someone operating from burnout versus someone operating from a place of systematic strength. Stop treating personal development like it's separate from sales performance. When you become a better version of yourself systematically, everyone benefits. Your family, your team, your prospects, your bank account. — Want to build an ELITE routine and mindset? Watch this: https://lnkd.in/gbpFye_t

Eight years ago, I was standing in front of my first sales team as their new leader. I was also battling the familiar chaos of onboarding: learning the numbers, understanding individual quirks, and trying not to let imposter syndrome show. Exciting. Overwhelming. Exhausting. All the typical emotions that come with leading a group of ambitious yet vastly different sales personalities. I decided to take a "layered" approach to motivation because I’d finally accepted a simple truth: Not everyone is driven by the same things. (And it’s often the ones you least expect who surprise you.) Before this breakthrough, I struggled with three things: The Pep Talk Trap: Pouring endless enthusiasm into group meetings, hoping it would ignite everyone equally. (Spoiler: It didn't.) The “One-Size-Fits-All” Rewards: Thinking if one person was excited by a big bonus, everyone else would be too. They weren’t. Misreading Silence: Assuming the quiet ones were unmotivated when, in fact, they needed more personalized encouragement. Here’s what I learned: Motivation isn’t about one grand strategy. It's about knowing what makes each person tick. Let’s break this down. For some, numbers speak. They crave being challenged with new targets or hitting top-quartile performances. Others? Recognition fuels them. A shoutout in a team meeting means more than any cash prize. Then there are those who value learning. Offer to sponsor a sales workshop, and you’ve got their full engagement. When I learned to meet people where they were (instead of where I thought they should be), things changed. Our numbers improved. Our meetings became more dynamic. And crucially, our culture of success and camaraderie started to stick. Leading a team isn’t easy. But understanding what drives them—individually—is the secret sauce. How do you motivate your team to reach ambitious goals? #motivation #mindset #performance #team #leadership #sales

I spent last week in an unusual way: with the top-performing sales team at Vanta on their President’s Club trip. This offsite was for their sales superstars who surpassed their quota last year. Watching this group in action was a masterclass in performance culture. It wasn’t just the numbers that impressed me. It was how they worked, pushed each other, played and made it look effortlessly fun along the way. This is in large part due to the great teamwork that their executive team David Eckstein Stevie Case Christina Cacioppo Jeremy Epling Ari Shahdadi supports and fosters. I've been doing a lot of sales for Summer Health (a proud Vanta customer!), so it was eye-opening to see how a well-trained sales team performs. Here are 10 takeaways I’m bringing back. These are principles that shape a high-performance culture at Vanta, and are clearly working given their runaway market success. 1. Fierce competition: These people compete on everything: poolside handstands, beach runs, sales boards. Ranking matters to them, and they like it that way. 2. Play to win: Winning isn’t just a goal, but rather the fuel of the fire. One win powers the next. Momentum is a mindset. 3. Celebrate the highs: Joy isn’t an afterthought. It’s baked into how they work. Wins are shared, not just achieved. 4. Crystal-clear goals: Everyone knows exactly what they’re chasing. There’s no ambiguity, just targets and tenacity. 5. Obsessed with numbers: ROI, metrics, pipeline: they talk about numbers the way artists talk about paint. Constant, clear, and collaborative. 6. Always iterating: Even on vacation, they're tweaking pitch scripts and sharing notes. Perfection is the standard, and it’s never “done.” 7. Team-first culture: Yes, it’s a group of individual contributors. But the identity is collective. They lift, support, and pass the ball. 8. Impatient by design: Speed matters. I watched reps pressure-test new ideas with each other on the beach. Fast feedback. Faster iteration. 9. Bottoms-up fire: Junior reps push the vets. Hunger doesn’t wait for tenure. Everyone contributes to making the team better. 10.Think beyond the role: Sales talks product. Marketing talks tech. This team doesn’t see boundaries, but rather opportunities to make the company stronger. This wouldn't have been possible without the brilliant support of Caitlin Huerter. Thank you, Caitlin! 📸 : Handstand competition: Stevie Case does a very credible underwater handstand, in case you didn't know.

As a former Senior Director at L'Oréal, here's 5 of my best practices to lead high performing teams with excellence: #1: Create unity and togetherness There's nothing more demotivating than feeling like you're working in silo and disconnected with the broader team and vision. Create intentional moments to bring your team together so they understand their impact and can support each other to gain win-win outcomes. #2: Celebrate post-mortems as much as successes Managers often celebrate successes and move onto the next thing so quickly. The real value is in taking time to assess past projects of what could have been done better and what should be maintained. This also allows you and your teams to create best practices more systematically that can transcend other departments. #3: Never be above the work yourself The best way you can support your team is to show them you aren't afraid to get your hands dirty and help them where they're at. It's not about micro-managing but rather showing that you can support them in their roadblocks and empower them to push through without feeling alone in that. #4: Foster a feedback culture The moment your team feels open and safe to share feedback with you, this unlocks many possibilities. You encourage them to speak up, identify opportunity areas and allow them to challenge the status quo. From here, take action on the feedback. This is one of the most effective things you can do for your team. #5: Understand what motivates your team members beyond the work Take the time to ask them questions about what gets them excited? What helps them feel empowered? What helps them feel connected at work? What makes them happy? This allows you to ensure their roles are well aligned with these factors so you continuously keep them highly satisfied and engaged in a customized way. What would you add to the list? #teammanagement #peoplemanager #leadership #leadershipdevelopment

As a Principal Engineer, one of my main goals is to enable and empower other engineers. Being a Principal Engineer involves not only technical expertise but also leadership and mentorship. Here are some of the things I do to enable and empower other engineers effectively: Clear Communication and Context Sharing: - Provide thorough context when assigning tasks or explaining projects. This helps engineers understand the bigger picture and make informed decisions. - Explain the "why" behind technical decisions and architectural choices to help engineers connect the dots. Encourage Autonomy: - Give engineers the freedom to experiment and explore different solutions. This fosters creativity and innovation. - Set guidelines and expectations while allowing room for individual problem-solving approaches. Safe Environment for Failure: - Emphasize that failures are learning opportunities, not setbacks. Encourage risk-taking and experimentation. - Foster an open culture where engineers feel comfortable sharing their failures and lessons learned without fear of judgment. Mentorship and Coaching: - Offer guidance and mentorship to help engineers navigate challenges and make informed decisions. - Provide constructive feedback on their work and help them identify areas for growth. Provide Growth Opportunities: - Identify projects or tasks that align with their career goals and give them a chance to learn and stretch their skills. - Support their professional development by suggesting relevant workshops, courses, or conferences. Advocate and Support: - Stand up for "your" engineers in meetings and discussions, especially during challenging situations. - Acknowledge and highlight their accomplishments to leadership and stakeholders. Open Door Policy: - Be approachable and available for discussions, questions, and concerns. - Create an atmosphere where team members feel comfortable seeking help when needed. Lead by Example: - Demonstrate a strong work ethic, technical proficiency, and collaboration skills. - Display a positive attitude and a willingness to learn from others. Promote Knowledge Sharing: - Organize regular knowledge-sharing sessions, where engineers can present their work, share insights, and learn from each other. Celebrate Successes: - Recognize and celebrate achievements, both big and small, to boost morale and motivation. Inclusive and Diverse Environment: - Foster inclusivity and diversity within the team. Respect different perspectives and encourage open discussions. Continuous Improvement: - Regularly seek feedback from engineers on your leadership style and ways to improve the work environment. Enabling and empowering engineers is an ongoing process that requires adaptability and empathy. These strategies help me create an environment where engineers feel valued, motivated, and empowered to excel in their roles.

I coached a CEO earlier this year who was struggling to keep his team motivated. He was a brilliant strategist, but employees felt unappreciated and disconnected. Here’s what we focused on: DO listen actively and show empathy. DO NOT dismiss your team's feelings. DO celebrate achievements, big and small. DO NOT ignore the hard work behind the scenes. DO communicate openly and honestly. DO NOT keep your team in the dark. DO invest in your team's growth. DO NOT assume they will grow on their own. DO foster a positive work environment. DO NOT tolerate negativity and toxicity. DO lead by example. DO NOT expect your team to do what you wouldn't. DO encourage innovation and creativity. DO NOT stifle new ideas with rigid thinking. DO support work-life balance. DO NOT expect 24/7 availability. DO acknowledge individual contributions. DO NOT treat everyone as just another employee. What would you add?

Through my Engineering Success Podcast at DevDynamics and working closely with engineering leaders, I’ve had the chance to speak with 200+ Tech leaders and CTOs from growth-stage startups. The way they approach 1:1s is nothing like the “textbook” method, and it’s brilliant. Here’s what I learned about their approach: 1️⃣ The “Look Back, Look Ahead” Format Instead of getting into daily updates, they dedicate time to two specific areas: Look Back: Recap the past month’s challenges, progress, and any learning moments. Look Ahead: Discuss upcoming milestones, skill growth, and their engineer’s long-term goals. 2️⃣ Less Status Updates, More “Personal Growth Talk” They avoid project check-ins here, that’s for team meetings. 1:1s are about the engineer’s growth path. What tools will get them closer to the next level? What’s slowing them down? The focus shifts from “What did you do?” to “Where are you headed?” 3️⃣ Scheduled “Unstructured” Time One of the best hacks? They allocate 10 minutes at the end of each 1:1 for any topic their engineer wants to discuss, work or otherwise. This time often reveals insights that structured agendas miss. 4️⃣ Customized to Personality Type Introverts prefer reflecting on paper, while extroverts benefit from free-flow discussions. They’ve even adjusted frequency based on personality, some engineers have monthly check-ins, others bi-weekly. 5️⃣ Follow-Up Through Actions Set follow-ups in the calendar. If a challenge was discussed, they’ll check in again in two weeks, turning words into measurable steps. Every 1:1 becomes a little system in itself, and it’s working for some of the besting performing teams. Have you tried any of these approaches? P.S. Do check the latest episode of the engineering success podcast with Pranabjyoti Bordoloi from Junglee Games. P.S. 2 - Unrelated photo - someone said photos work better on Linkedin

“Why do change initiatives fail so often?” It’s a question I hear from senior leaders—and the answer often lies in one overlooked group: mid-managers. Here’s what I’ve learned from working with organizations on large-scale transformations: 🚩 Change often gets stuck in the middle. 🚩 Senior leaders set the vision, but mid-managers execute it. 🚩 If mid-managers aren’t empowered or aligned, the entire initiative can falter. Mid-managers are the bridge between strategy and execution. Their role is critical because they: 🔑 Translate vision into actionable plans: They help teams understand how the big picture applies to their daily work. 🔑 Drive engagement: They’re the ones who connect with employees directly, addressing fears and resistance to change. 🔑 Maintain momentum: They ensure consistency by monitoring progress, solving problems, and keeping teams motivated. Yet here’s the challenge: 🚩 Many mid-managers feel caught between conflicting expectations from senior leaders and their teams. 🚩 Without proper support, they can feel overwhelmed and disengaged. So how can organizations empower mid-managers to lead change effectively? 1️⃣ Involve them early: Make them part of the strategy, not just the execution. 2️⃣ Provide training: Equip them with communication, conflict resolution, and change management skills. 3️⃣ Create a feedback loop: Give them a voice to share insights and concerns from the frontlines. 4️⃣ Recognize their role: Celebrate their successes and highlight their impact on the initiative. When mid-managers are equipped and engaged, they become catalysts for transformation. What’s one way you’ve seen mid-managers successfully drive change? Let’s discuss—I’d love to hear your insights! #ChangeManagement #LeadershipDevelopment #MidManagers #OrganizationalGrowth #TransformationalLeadership