When I first joined the Navy I, like every young Sailor, went through the required training to learn how to fight and prevent fires. Twenty years later, I still remember that you need 3 elements to create a fire - oxygen, heat, and fuel. Take one of them away and the fire is gone and so is the chemical reaction. The same principles apply igniting the passions of your team. To get the chemical reaction needed to catapult you to new heights of creativity, productivity, and teamwork, you need the oxygen of communication, the heat of a “can” attitude, and the fuel of “will” actions.

The Oxygen of Communication

No one on the team likes to be treated like a mushroom (kept in the dark). People like to know what is going on and how they contribute. Moreover, they want to know you and want you to know them. This can’t be done from behind a computer screen, via text message, or voicemail. It takes leadership by walking around - getting to truly know the team. I once had a boss that did all of his communication electronically. In two years of working for him, he only came back to my office twice. He didn’t know me, he didn’t know my team, and we were not connected. However eloquent and masterful you are at weaving words on “paper,” nothing replaces face to face when connecting with people. That connection is at the heart of “fanning the flame.” It breathes life into it - it says that each person matters, what they do matters, and that you (as a leader) care. Breath deep and fan the flame, it takes ample oxygen to get the fire going.

The Heat of a “Can” Attitude

The word “yes” provides the most intense heat when cultivating a “can” attitude! Yes we can! A “can” leader looks at the world in possibilities, not probabilities. There are plenty of people out there who will readily sound off about how things can’t be done and, just as readily, tell you why things won’t work. This cools the atmosphere so rapidly that nothing will ignite. A “can” leader looks for how things will work. “Can” leaders heat the atmosphere powerfully with their positive outlook, ability to dream, and vision of what can be. Discarding the negative elements that can retard combustion, they forge ahead with insight and ability. An intense “can” attitude heats everything around it and its energy can be harnessed to overcome the worst elements. Be intense, be hot, and heat up everything around you with “can” attitude!

The Fuel of “Will” Actions

Without the fuel of “will” actions, oxygen and heat just make hot air. “Will” actions model the way for the team. They say that not only do you talk the talk; you (as a leader) also walk it. “Will” actions show the team that the burden of forging forward is not theirs alone - it is everyone’s responsibility to get fuel for the fire and you lead the way. The first steps, the risk and the willingness to work along side team members are all fundamental “will” actions fuel that will motivate, inspire, and energize! As leaders, we must continually feed the flame with these fuels to keep it hot, intense, and brilliant! Step up and stand out! The actions are yours to take and yours to model. Feed that fire!

Any two of these elements may give you “smolder” but it takes all three to ignite a fire and get the chemical reaction needed to achieve new levels of greatness. Don’t misunderstand, there will be storms and other elements that may attempt to douse your fire but if you have built it strong, high and continual, it will continue to burn in the roughest of conditions. Walk the talk - your attitude will show that you can and your actions show that you will! Build it big, build it high, and keep the fire going!

We as leaders can’t make our people happy. Happiness is a personal choice. What we can do is manage the mood - the “how people feel” about their work, their contribution, and the organization. As a young division officer, I inherited a department that had low morale, low productivity, and even lower initiative. Most of the people assigned had been “written off” as no loads and it seemed as if a black cloud of negativity hovered over them. My first week, as I got to know the people and what they did (or were supposed to do), I tried to figure out what was missing. It’s not that this team wasn’t capable or even willing, vital elements were missing from their work existence, elements that let them know how they fit in and where they provided value. All I needed to do to boost the mood was show a little CARE.

Communication
My division hadn’t been communicated with about their mission. They didn’t know how what they did fit into the overall mission of where the organization was going. To them, everything was a pointless mess of metrics, reports and taskers. What was needed was the “how and “why.” My predecessor had made the critical assumption errors of assuming team members knew what it is they needed to do, how to do it, and what was expected of them. We can never assume! We must provide clarity, purpose and value - then and only then can we let go and empower them to make a difference. Do you want to see a dramatic upturn in team mood? Work to bridge the gaps with solid communication. This can’t be a one time chat - it must be a continual dialogue (think real conversation).

Accountability
More often than not, we think of accountability as being about someone else. As a leader, accountability starts with us. We can do all we want in trying to communicate to our people but that’s not enough, we also need to walk that talk. There is no better testimony to our team about ethics, trust, openness, and consistency than personal example. I had to openly show my team that I not only expected high standards from them, I expected them from myself as well. If they were working late, I was working late. I expected nothing from them that I wasn’t willing to give. Our ability to know what we stand for and openly live those values aligns us with our team so that they know, no matter what, you can be listened to and trusted.

Rewards
Each one of us keeps a psychological contract with our organization that says that the level of effort should be commensurate with the amount of rewards that are received. It can be equated to a scale that works to keep us balanced. If I am working hard, I should get rewarded for it. If I don’t see the reward, my scale gets out of balance and my productivity, motivation, and morale go down. Prior to my arrival, most team members felt like doing a good job was like peeing their pants in dark suit (it gave them a warm feeling but nobody noticed). The rewards plan that we implemented was well communicated, distributed, and publicized. Everyone knew what warranted rewards and how he/she could get on board with getting them because they were involved in the process. Very quickly, the scale got balanced and everything we had been missing started taking shape. A simple, low cost incentive that anyone can do right now is to just show some simple appreciation. Acknowledging a contribution or saying “thank you” goes a long way in telling team members their value.

Enlightenment
We spend the bulk of our awake hours at work. Keeping that in mind, work should be more than a place that provides a paycheck, it should be a place where we, as human beings, can flourish. That means that we, as leaders, have to continually connect with our people on a human level - disregarding the titles and positions that separate us and look for ways we can unite on common ground. I worked along side my team and coached them through every difficult maneuver. Anything we did, we did together and all team members benefited, either directly or indirectly. Working towards enlightenment and human flourishing not only allows for an open dialogue and an ability to achieve more, it also allows team members to get past the issues they might be facing in other areas of their lives because they know they are not alone. Being on YOUR team should be about more than the pay. Make it personal!

Due to a little CARE, in less than six months my “rag tag” bunch of misfits overcame the odds and beat out every other region in the areas that we could compete on. Our department’s morale, productivity, and individual engagement soared. We went from being the team that no one wanted to be on to one that people continually fought to join. As I stated before, we can’t make our people happy but we can manage the mood of how people feel about where it is they spend most of their time. That’s the impact YOU can have! CARE comes down to clarity and purpose - letting your team know their value and their worth! DON’T WAIT! STEP UP, STEP OUT AND SHOW ‘EM THAT YOU CARE!