We know that motivation in the knowledge age comes when people achieve autonomy, mastery, and a sense of purpose (Pink 2009). Setting high performance as your baseline expectation and giving teams a way to achieve it play directly into these powerful motivators.
Create a sense of anticipation, expectancy, and excitement for this journey—first in yourself and then let it flow to them. Lead by believing. After all, if you don’t believe they can get to high performance, why should they?
Fresh from my own learning about the power of metaphor, I created the High Performance Tree (see Figure 2.1).
weapon for their company. Figure 7.4. Interlocking roles in agile
Note: bra bild