A Powerful Leadership Tool: Finding Joy in the People You Lead

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Leadership is about achieving results, which inherently relies on human relationships. The stronger the bond between a leader and their team, the greater the results tend to be.

However, many leaders and their followers often view these relationships as one-sided: charismatic leaders are typically defined by the admiration they receive. In reality, effective leadership is a reciprocal process, involving feelings exchanged between the leader and their team.

We truly discover our potential as leaders when we take joy in those we lead. This delight can inspire them to achieve better results while they grow as leaders and individuals.

For example, I recently received an email from my former company commander inviting me to a reunion. He wrote, “I was the luckiest rifle company commander in the Marine Corps because I was surrounded by the best group of infantry officer lieutenants I ever knew. And they all belonged to our company!”

Though decades have passed since I last heard from him, I remember less about my own actions and more about his. He defied the common leadership styles of some officers who prioritized their own careers.

In contrast, my former commander drew inspiration from his troops rather than focusing solely on himself.

In civilian life, I’ve witnessed other leaders who similarly take joy in and are inspired by their teams. I’ve come to realize that this approach is a powerful, though often overlooked, leadership tool.

To effectively harness this tool, keep three key points in mind:

Delight must exist within a framework of high expectations. Your joy should not be limited by low standards. My company commander was known for pushing his men through rigorous training and demanding the toughest assignments. He delighted in his troops not just for their desires but for the challenges he presented to them. Leadership isn’t about allowing people to do what they prefer; it’s about guiding them to accomplish what they may resist while fostering commitment.
Delight must be genuine. Avoid using delight as a means of manipulation. My company commander was always straightforward with us. If we fell short of his high standards, he communicated that clearly and firmly. His honesty served as a valuable lesson in leadership, helping us see ourselves as we should, rather than how we wished to be perceived. While his candor occasionally frustrated us, it ultimately contributed to our growth as Marines and became appreciated over time.
Delight must be actionable. My company commander consistently connected his appreciation for the troops with lessons learned from missions and best practices. His delight wasn’t just about boosting morale; it aimed to motivate us to take steps toward continuous improvement. While we often faced difficult situations, I always felt a strong desire not to let him—or each other—down.

You may not have considered delight as a leadership tool, but it is one of the most powerful because it fosters successful relationships that lead to results. By keeping these three principles in mind when expressing your delight, you can unlock new opportunities for your leadership every day.