The 7 things your people must believe in to perform 

So you know you’ve got a great organisation, your senior team are the best you believe they could be and you’re pretty confident that you’re set up to win. 

You’ve taken the time to get all of your ‘ducks in a row’ but things still aren’t changing as quickly as you’d told your shareholders. 

Why? You ask. Well the fact is you probably know why. The question is do your leadership team, middle and front line managers? 

Here’s something to share with your people ahead of your meeting with them (I know you’ll already have booked one) and a few questions to get them to reflect ahead of the meeting too.

The 7 things…

  1. Your Mission 
  2. Your How
  3. You
  4. Your Leadership Team
  5. Their Colleagues
  6. Their Customers 
  7. Your Products and Services

1) Your Mission

A mission is your companies reason for being, what it does, who it serves and the difference it seeks to make to them and the wider world.

If your people don’t believe in your mission, believe that it’s attainable or recognise the part they do and can play in achieving it. You could have a long term problem.

People need a compelling reason to proactively leave their families behind at home and to do great work for you and if that reason isn’t big enough they’ll feel and act like and a number.


  • What’s is your companies mission and how compelling is it?
  • What evidence do you have to suggest your people understand and believe in your mission?

2) Your how 

You have a mission and a vision of what life will be like when you get there but how inspiring is the way in which you intend to do it? What Values will you live by and what behaviours will this promote?

Too often we state values and then behave in a way that is incongruent with them. Be the change you wish to see and ensure that your people believe in the way you (and ideally they) have decided you will get from where you are to where you want to be. 

If they don’t believe in your strategy, the methods by which you attract, engage and deepen relationships with customers and the platforms by which you do it; they’ll do a half hearted job.


  • How well are your values and strategy understood and bought into?
  • What evidence do you have to suggest your people understand and believe in your strategy and approach to doing business?

2) You

You must be considered by your team to have a strong C.O.R.E: This means being seen as Competent in your role, Open to the views of your team and their needs, Reliable and consistent and Equitable and fair in your approach.

If your people don’t believe in you, you’re in an interesting place. It is rescuable but it will require a considerable amount of openness and honesty on your part and considerable amounts of collaboration to earn trust.


  • How strong is your C.O.R.E?
  • What evidence do you have to suggest your people agree with you?

3) Your leadership team 

Your leadership team must be committed to the attainment of your mission and truly loyal to your strategy. They are the internal and external embodiment of your values and must ‘walk’ as well as ‘talk the talk’.

If your people don’t believe in your leadership team, believe that it has theirs, their colleagues and your customers best interests at heart you have an issue.


  • How aligned, believable and capable are your senior leadership team?
  • What evidence do you have to suggest your people believe in your leadership team?

4) Their colleagues 

Who we work alongside is so important. After all most of us spend more time with our team than we do with our families.

If your people don’t believe in why their colleagues do what they do and how they do it, divides will occur. Conversations behind closed doors will happen and you’ll see inefficiencies galore.


  • How strong is the bond between your team members and departmental teams?
  • What evidence do you have to suggest your people agree with you?

5) Their customers 

As human beings we like to associate with likeminded people. Recognising and believing that we can interact with and connect with people we understand, have affinity with and want to serve, will make the days fly by.
If your people don’t enjoy the company of your customers, be it internal or external, life will feel like a slog.


  • Who is your ideal customer and what are the benefits of focusing your efforts on these customers; to your customers?
  • What evidence do you have to suggest that your people understand and believe in your choice of customer and the fairness of your approach to customer segmentation?

6) Your Products and Services 

If your people don’t believe in the product they design, manufacture, market, sell and service then why should your customers.
If your people aren’t intrinsically motivated to eat their own home cooking then they will always fall one step short of truly advocating what they do and the products and services they provide.


  • Are your people truly advocates of your products and services?
  • What evidence do you have to suggest your people agree with you?

7) Themselves

Finally, your people need to believe in their own capability to deliver what is asked of them and that in turn the recognition and rewards you espouse can be realised by them personally.

If your people don’t believe that they have the required knowkedge, skills or resource to achieve success; you’ll be pushing boulders up hills.


  • Do your people have the knowledge, skills and resource to succeed?
  • What evidence do you have to suggest your people agree with you?

So there you have it, the 7 things my experience tells me you need your people to believe in. The starting question is: Do you?

If you’ve enjoyed this and would like more insights…

If you’ve enjoyed reading this and/or would like help with any of the above elements of leadership; I’d love to work with you. 

Twitter: @stefanpowell


Phone: +44 (0) 7736942382

Who am I? Stefan Powell…

I am yourleadershipcounsel, a father, husband, part time rock star and passionately bonkers about helping leaders get the most from themselves and their people.

What my clients have said…

“After Meeting Stefan it was his passion to understand the business and work with us as a partner…Stefan has been really valuable in guiding us as a company on our journey of cultural change, his passion to ensure we succeed as a company shines through…Thank you, we look forward to our continuing journey” Paul Hunt – Managing Director – Phoebus Software Ltd


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