How to extend your reach – part 1


by renjith krishnan, courtesy

Phil was approaching the end of his seventh year as the headmaster of a private school. All things considered, it had been a successful venture. The school’s census was growing each year, Phil directed a deeply dedicated faculty, and the school was paying its bills. Late one Friday afternoon, the parent of a student knocked on his office door. Phil and the parent had met, but were nothing more than casual acquaintances. What Phil thought he was to be a casual chat soon became something much more serious.

“Your school could be even bigger,” he suggested. Phil hoped he had some fresh marketing ideas and was willing to work on them. Phil was putting in sixteen hour days, seven day weeks and could not possibly consider even one more task.

“But the problem,” he challenged, “is you.”

Phil considered himself a more than capable manager and an above average public speaker. Public relations in the formal sense was not a problem, nor was the management of the school’s faculty or finances. What did the parent mean?

He explained that the general opinion in the community considered the headmaster to be aloof and unapproachable, that others wanted to associate with him and the school, but just simply were intimidated by him. Something in his manner, choice of words, posture, or whatever persuaded them he was not a person one could warm up to. Now, this was not an opinion Phil held about himself then nor does he hold it yet today. Phil is a man of conviction, purpose, and vision. But aloof? Unapproachable? No! There are a great number who know him that consider him to be much different. But they know him more than casually, most people don’t.

Phil’s situation is most certainly not unique. His perspective about himself is almost as  width=irrelevant as is yours about yourself. A warning is due here. As vital as it is to have a grasp of our personal abilities, in the end it is not our perception that is the deciding factor. It is the perception of others that will ultimately determine how we should relate to them and whether we can relate to them profitably.

It is not what you know but what they think that matters.

If I hold my personal perspective as the only relevant, valid perspective, I will never overcome the deficit I have, we have, in relating to and positively impacting others. I need strategic partners to open a gate in the wall, let others in and let me out. I need, you need, we need others to keep us balanced, informed, and complete. Without them, we begin believing our own press releases, inflating our own importance, and over-relying on our own ideas. It is a malady common to most everyone, especially prevalent among leaders, formal or informal. I call it immaculate perception – the conviction that one’s own opinions are virtually infallible, almost divine. Simply because I hold them and thought of them, they possess virtually no possibility of being incorrect. This condition is particularly critical as we begin to add strategic associates around us.

To extend one’s reach means to go beyond your normal abilities, exceed your usual capacities, and surpass your personal limitations.

You cannot manifest skills you don’t possess, work more than several hours every day, or respond to every opportunity that presents itself. Neither your natural leadership style nor individual personality type will relate equally well to every other person or every other personality type. You have limited time, personal aptitudes, and physical and emotional strength.  It would be a pity if those things which concern you did not receive at least some attention from you. But without help, you just cannot reach far enough, you cannot touch the edges of your circle of concern. So, you’ll need to deploy others. However,

Before you can extend your reach you must determine the true extent of your reach.

And I will discuss that on Thursday. See you then.

2 choices & 3 tasks to change your life today

 width=In the previous post I listed the four benefits gained from an effective strategic staff. Just to be clear, that strategic staff may be formal (paid and designated as your associates) or may be informal (either paid or volunteer but who round out your work load because you have come to rely on them and trust them). If you’re joining this discussion here, you might want to read the first and second installments of this topic. Having laid the foundation in those two posts, there are two choices before you.

Choice #1 – You can maintain your present practices and hope things get better. You can hope something will happen somehow that will finally permit you to address what’s most important to you (your circle of concern). I have a friend who’s a retired Air Force colonel who often reminds me that “hope is not a valid strategy.” You know that if you do what you have always done you will get what you’ve always gotten.

Choice #2 – You can learn the skills and techniques that will enable you to light a fire under people without getting burned. It will be critical that you avoid generalities. It is my expectation that by the end of this series you will have found the time to work on the things that are the most important to you. You will have progressed well into the process of handing off responsibility to others. What I will discuss in the posts yet to come will gain significance if you can immediately and specifically enclose them within the context of your real life.

Here Are Three Simple Exercises That Will Change Your Life TODAY!

First, Make a List of Everything You Do. Since we’re dealing primarily with your professional life, list out every task, every responsibility, every commitment. This will take some time to do it well. Don’t be general, writing something like “Oversee the marketing department.” Be more detailed. List individual tasks like, “plan monthly sales meeting, write copy for new product catalog page…” Remember, you will be finding people to extend your reach, multiply your effectiveness, divide your work, and quicken your pace. You have to know what responsibilities you shoulder before you can safely give some of them away. If this seems too big, then tackle one segment of your life. Here’s a hint: begin with the area of work you dislike the most. If you’re going to give away work, there’s no reason to keep the tasks you don’t like to do. Let’s get rid of them first.

Next, of the list you’ve just made, mark those items that Only You can do. While there are some things on your list that you, and only you can do, there should be many, many tasks that can readily be handled by someone else. When you’re finished with your list, go over it again. Be honest, logical, even brutal in your assessment. Remember, your objective is to be able to focus on those things that are of the absolute highest importance to you and to give everything else away. Don’t worry now about whether you have anyone else to do them. That’s not the point of this exercise. I want you to distill the fog of activities that obscure your vision, allowing the important things to precipitate.The fog of so much stuff to do and so many demands on your time keeps you flailing about. You cannot see clearly until you rid yourself of the fog. You do that by thinking, evaluating, categorizing, organizing, and most of all, deciding. I want you to measure the essence of who you want to be and what you want to do with your life. When your list is edited, you should have a summary of what you have to do and what you want to do.

Next, Make a List of the People Who Are At Hand, Those on Staff, Persons You Can Immediately Conscript. Before you can light a fire you have to have firewood. There are people around you who might be able to handle some of the things on your give away list. It is these names you will begin to work with and through. Later on, you will define the limitations of that list and implement a strategy to acquire more talent where it is needed.

In the posts that follow you will discover how to do just that. Traditionally we have hired people by examining their skills, experience, and capacity to meet the requirements of the job. This is actually step two in the fire lighting process. Step one begins in the next post.

See you again on Monday. Until then, let me know what challenges you about this process. I promise to answer your questions and elaborate on your concerns.

4 paybacks from an effective strategic team.

 width=A strategic team is a person or persons who, by virtue of their competencies, motivation, and reliability will:

Extend Your Reach – they make it possible for you to influence people and events far beyond what you naturally could. They provide access to people and events to which you would not normally have found entrance. In the next chapter I will explain how to discover what limits you and how to break through those barriers to a greater dimension of worry-free accomplishment!

Multiply Your Effectiveness – the efforts of many people, when focused towards one vision, make possible more dimensions of success than do the efforts of one. Settle it right now – this is about you. As much as you will need to be sensitive to your associates, you will need to become comfortable with putting your objectives and ambitions first. Your associates, employees, staff, whomever you work with and through are there to make you more effective. In chapter three I’ll show you how to do just that.

Divide Your Work – competent, responsible strategic partners relieve you of tasks because they become problem solvers rather than problem makers, they become profit not overhead, they permit you to focus on whatever it is you do best. Your work load will not likely decrease, but it will shift outward into your circle of  concern. You can find the time to do what you like to do because you have found others to do what you had to do. Chapter four shows you how.

Quicken Your Pace – Most successful people carry around too much baggage. They handle too many responsibilities, oversee too many tasks, and maintain too many commitments. Forward movement personally, and usually professionally, slows when their number of activities increases. In chapter five I’ll show you how to lighten your load, how to get more done in less time and with less effort.

Without a staff to do these things for you, you are indeed limited. If your staff is not fulfilling those four reasons, they are most likely getting in the way and you are almost certainly better off doing things yourself.

Typically, your circle of concern is greater than your circle of ability. You’ve picked up this book width= because you want to learn the what’s and how’s of getting more done, achieving more successes, impacting a wider area than you ever have before. You’ve wanted to trust others with responsibility, but it hasn’t always worked out. You’ve met with limited success when you tried to garner the cooperation and employ the efforts of others.

Certainly, it takes time and energy you can scarcely afford to find and develop a strategic team. Lighting a fire under someone is not simple and I won’t mislead you, not just everyone is a promising candidate. But the paybacks will be substantial. If you can accomplish much now, just imagine how much you can get done when you are assisted by capable, trusted, cooperative, and knowledgeable associates.

My guess is you are reading this book because you’ve tried to light a fire under someone, but you’ve been burned. So, like Robert, you’ve probably decided it’s just easier to do it yourself. You can extend your reach, multiply your effectiveness, divide your work, and quicken your pace!

Your circle of concern is ALWAYS greater than your circle of ability. You care about a wide range of many things and care very deeply about a few things. Your natural abilities, refined by education and experience, yield a certain level of success.

But not enough!

There remains that outer perimeter of concern not yet touched. Your considerable energies produce an admirable amount of work.

But there yet remain things to be done!

Your people-handling skills and personality garner a wide field of influence. However, marching only to the cadence of the urgent, the summons of the important remains an unanswered call.

On Thursday: Two choices and two exercises.

How to light a fire under almost anyone without getting burned – part 2 – Four Reasons Why We Work Alone.

Four Reasons Why We Work Alone.

 width=First, We Find It Too Daunting to Release Responsibility to Others.

 We have an  intuitive understanding of our ultimate objectives and the things that need to be done in order to reach those objectives. Often the people to whom we would release responsibility don’t. Our natural instincts, insight, and understanding make us singularly capable. Yet that very deposit within us also creates a barrier preventing or at least impeding the entrance of other people who could enhance and extend our gifts and enable us greater reaches of influence and accomplishment. We know the what’s, why’s, and most of the how’s but we are often not so good at revealing them to others so that they can grasp our vision and make it their own.

 Second, When We Have Attempted to Add Others to Our Team, We Have Nearly Always Picked the Wrong Candidates.

A common and debilitating misstep, it often makes leaders gun shy. Having pulled the trigger on a misfire, it “blew up in our face” and we’re reluctant to do it again. We tried to light a fire under someone and got burned. The practice and art of selecting the right people receives a thorough investigation and I will explain in detail over the next several weeks, so I won’t elaborate here.

 Third, We Find the Task of Keeping Others Motivated to Be Too Distracting and Too Draining.

We feel, and correctly so, that the job of stoking the fire takes us away from what we really like and need to be doing. As people are added to us as strategic partners, there is an initial period where more attention is required from us towards them and less towards what we want done. But if, and I emphasize if, we have carefully selected people to work with and through, and if we know how to light a fire under them, the temporary “distraction” of fire kindling and stoking pays remarkably huge dividends over the longer term. The fire will ultimately burn independently, we’ll be able to move away from its flame, and we won’t get burned!

 Finally, We Simply Do Not Want to Take the Time and Effort to Channel the Activities of Others Unfamiliar With Who We Are, What We Do, and Where We Intend to Go.

We have too much to do in too many places. Our gifts have made us successful. That success has created a demand for what we do. That demand has expanded to the point we simply cannot even consider adding one more task to our list, especially ones so mundane as selecting, training, and deploying visionary strategic partners. That’s the paradox. Working busily on really important objectives, we need assistance. But that would mean taking time away from what we do to recruit and train assistants, time we think we cannot afford.  So, we have assembled and almost exclusively limit ourselves to tactical assistants.

 Competent Tactical Assistance is a Must.

Without it the stream of activity in your professional or personal life loses its direction in the same way a great river descends into its delta. The energy and force that characterized its flow as a young stream becomes lost in a broad range of relatively shallow activities. Focus, force, and direction enable great rivers to cut new paths, change the landscape, and alter the environment. Over time and distance, that focus broadens and clearly defined purposes and objectives become fuzzy. The river’s force dissipates and it finally empties itself out. Its direction becomes less certain, less definitive, more inclusive. The best features of the river seem to lie behind, in the past, upstream.

But it doesn’t have to be!

With deliberate planning and execution, we can maintain focus, sustain force, and preserve direction. Rescuing us from a multitude of organizational and mundane tasks, tactical assistants do enable us to accomplish more than we can alone.

But not nearly as much as we could do if we utilized a strategic staff!

You simply cannot accomplish as much in as wide a range at as high a level by yourself as you can with a staff of competent, motivated, reliable associates. In your realm of  responsibility and activity there are many things that just about anyone can do. There are many things some people can do, but there are a few things only you can do!

It is usually those few things only you can do that make possible your success. Your unique blend of personality and proficiency needs to find the center spot on your plate of responsibility and activity. To reach the highest levels of accomplishment, discover what are the things only you can do and do only them.


Leaders and managers who hold an objective of accomplishment, appropriate the skills and obligate themselves to the challenge of creating and deploying strategic partners. They have learned to light a fire under others. Robert, the man I referred to in the previous post, having tried and been burned or perhaps couldn’t keep the fire going without providing too much fuel which he himself had to provide, simply gave up and indirectly, perhaps even unconsciously, decided to limit his personal and professional successes to what could be accomplished using only tactical assistance.

Tactical teams are more easily managed because their tasks can almost always be defined in quantitative terms. You can post or schedule a list of activities – filing, typing, setting appointments in an office environment, drilling holes in widgets, attaching whatzits to wherezits in a manufacturing environment. Then the list can be quite easily managed by plotting tasks that must be done against the time it will take.

But they will not, indeed they cannot provide the broad sweeping support and multiplication that comes from a strategic staff of associates. And that is the subject of Monday’s post. Talk to you then.

In the meantime, I’d like to know what problems you have encountered in your quest to develop and deploy associates. I promise to direct future posts to answering your questions. Either leave a comment below or send an email on the CONTACT ME page.

How to light a fire under almost anyone without getting burned – part 1

When your circle of concern is greater than your circle of ability.

 width=Robert’s second floor offices are crowded with papers, files, memos, phone messages, charts, and project plans. On his belt hangs a smart phone. A secretary in a front office handles the business telephone, which rang a dozen times in the few minutes I sat with him.

He is a busy, busy man, and not without reason. Robert is singularly responsible for the redevelopment of downtown districts in two small cities, for creating an arts district in an neighborhood of blight, crime, and decay, sits on the boards of a half-dozen more companies and foundations, and has taken his organization from nothing to something significant in just a few years. He has done so for two central reasons:

First, he is a very capable person – his natural gifts, post-graduate degrees, personable manner, and skills honed through considerable experience equip him to accomplish much.

People possessing abundant personal attributes, like Robert, expect much of themselves and consequently require much of others. They have placed high demands on their time, drawn deeply into personal reservoirs of strength and skill, and pushed themselves (or allowed themselves to be pushed by the opportunities presented to them) to the limits of personal talent and stamina. Because of their abundant personal attributes, the Roberts of the world think farther ahead and at a deeper level than almost everyone else. They are usually quick studies, grasping new ideas and possibilities with ease. They get a lot done in a remarkably small amount of time. The Roberts of the world seem to be able to do everything.

However, this both reassures and intimidates co-workers. It inhibits others from getting involved because they consider their abilities to be no match to Robert’s and therefore of little possible use to the project at hand. So they are reluctant to offer their assistance. A superman-like atmosphere implies to others that Robert has the task well in hand and has no need of their assistance to the point they don’t even offer.

So his abilities have brought Robert to an advanced level of success which has filled his plate with responsibilities. He simply cannot work any longer or any harder. Therefore, working alone, Robert’s abilities have produced an enviable level of achievement but at the same time almost certainly preclude further success. He will neither be able to maintain his present level of activity (too hectic and demanding) nor expand to new regions of interest or need (not enough time or energy).

Secondly, he is a very concerned individual – his is a big world, a world of many personal interests and ambitions, a wide circle of people, events, circumstances, and conditions he wants to impact professionally and participate in personally. He is not content to put in his eight hours and go home to vegetate in front of the television. He is a participant, but not a meddler.

Participants involve themselves because they are concerned about OUTCOMES; they want to better the world in which they live, the company or organization for which they work, the people to whom they relate. Meddlers, however, involve themselves because they are concerned about CONTROL; theirs are issues of power, domination, and manipulation. They get involved because they consider their participation to be a buy-in enabling them to interfere in the affairs, techniques, methods, systems, procedures, processes and to some extent, the very lives of others.

But this is not Robert. Robert is concerned for the right reasons. He is a caring person. He likes people and wants to enable more people to live better lives.

So he works hard at it. Regardless how hard he works, his circle of concern will always be bigger than his circle of ability. I went to see him because everywhere I inquired in the city, Robert’s name popped up. “You need to meet Robert,” I was told. His reputation is excellent , his successes obvious, his role in the community crucial. I scheduled an appointment to learn more about this leader and the reasons behind his successes. I wasn’t disappointed. As we talked, he reviewed his many achievements, responsibilities, and ambitions. I wondered how well and how much he employed the talents of others. What I discovered was no surprise because it is so typical of so many leaders in every field.

His feats are almost entirely singular. Although he doesn’t work alone, those working alongside in his office are almost entirely tactical. They are paper handlers who organize, store, then retrieve the many documents collected and generated by Robert. They answer his phone and make his appointments, and maintain his office.

It isn’t that he has no choice but to shoulder the workload alone. He has always worked in a group setting where the responsibilities were greater than one person could manage alone. In each and every setting there have been those who have offered or been directed by superiors to assist. Some have done so more successfully than others.

In his present position, Robert stepped in at the infancy of the company and built it to one of significance and considerable effectiveness. So he finds himself in the top position of a smallish organization, and for reasons discussed below, can afford to determine who will work with him, with whom he will work, and what those workers will do. By deliberate choice forged on the anvil of circumstance and under the hammer of experience he mostly works alone.

I don’t mean to imply a hermit-like seclusion from the world, laboring away in some dark, musty room surrounded by stacks of books, papers, and empty take-out Chinese food cartons. Robert’s work environment is one of bright, well-trafficked offices, gaggles of meetings, close associations with government officers, bankers, and board members, jangling telephones, zipping printers, and taps on the door. He works with lots of people. Except for his clerical staff (which I refer to as a tactical team) those other workers plug away on their own projects steadfastly pursuing their own objectives.

As to Robert’s circle of responsibility and concern, well, he handles that alone. When someone offers to come on board, to join the team believing they can make his organization even more successful, Robert declines the offer. He surveys the challenge of informing, training, motivating, and managing another person and is convinced, because his experience at developing and deploying associate workers has apparently failed, it is easier to do it himself. When I met with him it was apparent that doing good was not good for Robert. He had tried, and failed to light a fire under others. Either some just would not ignite, or, more often, he’d been burned by well-meaning, well-intentioned associates. They had let him down.

Robert’s success has pretty well put a lid on greater success because he has not learned to light a fire under others without getting burned. Would you like to know how? Come back to this blog on Thursday for the next installment in this series

6 Differences between leaders and managers

photo by Stefan Wagner,



In my last post I mentioned the capacities of insight and outsight, two characteristics which distinguish leaders from managers. Leaders, as set apart from management tasks, are supposed to “see” further and deeper than those who serve under them. It is the “Line of Sight” principle.

Here are 6 differences. There are doubtless many more, but for this elementary exploration, these set the stage. I’d like to here from you on this topic, too.

  1. Effective leaders think longer term while managers are unit thinkers. Managers process steps, checklists, charts, systems, and diagrams. Please don’t think I am maligning managers. Managers are absolutely and comprehensively necessary to the efficient function of a group. But their responsibilities are different. Managers exercise leadership to some degree but of necessity limit themselves to units of time, quantities of product, and/or scheduling of events. Leaders, at least the effective ones, have a knack for considering the long-term effects of the processes managers must manage.
  2. Effective leaders look beyond the unit they are heading and grasp its relationship to larger realities. They are able to connect the pieces and see how one unit plays into another then joins with yet another to create the desired result. Managers continue to focus their attention upon processes even if those processes no longer contribute to the end objectives or their validity has been lost. When I lived and worked in the Caribbean, I learned that it took a great deal of effort to get a driver’s license. There were endless papers that had to be completed, medical exams that had to be passed, and you had to find someone to take two passport-size photos so the license bureau could laminate them into your license. The island government finally decided to join the modern world and purchased computerized equipment that enabled them to take a photo at the window and produce a driver’s license on the spot. For many months following the introduction of these machines, applicants still had to bring with them two passport size photos. Clerks would collect the photos and staple them to the application, then ask the applicant to stand still while his or her photo was taken by the computer for the license. Finally someone asked why two passport photos were still required when the computer took the license photo? The response? “Because it is on the checklist and the manager says we have to follow the list!”
  3. Effective leaders reach and influence constituents beyond their jurisdictions. Managers are limited by geography and focus to their particular place in the organizational plan. Leader’s see up and out, but manager’s focus down and within. The effects of effective leadership are usually far-reaching. Decisions and supporting actions change the nature of business, politics, culture, and life. Managers, on the other hand, are committed to keeping systems running as they are. When leaders lead they build recognition. Their renown spreads. Others see what they’ve done or hear about it and success promotes emulation. This is the “tide effect.” When the tide rises, all boats float higher. Effective leaders bring success to everyone in the group, to any associated groups within the company or organization, and to some extent, to the competition in business. How? Departments win or lose as units. Companies succeed or fail entirely. Along the way, those leaders responsible for segments of the operation can inspire others to action. Competition provokes imitation. When another’s group does better than ours, we are prompted to overtake them. The reverse is true, too. When my company does well my competitors don’t just roll over and give up. They respond by improving. Look at McDonalds and its many imitators. Burger King, Wendy’s, Arby’s, and more continually practice one-upmanship. McDonalds set the standard and they keep raising the bar. Apple Computers does the same.
  4. Effective leaders put heavy emphasis on the intangibles of vision, values, and motivation. They understand the non-rational and unconscious elements that characterize and influence interaction between leaders and their constituents. This is where leaders really shine. They don’t have to be very specific. Painting with a broad brush attracts the widest audience. Followers love to hear of grand and sweeping vistas yet to be realized. Presidents Reagan and Obama were very gifted at this. They both spoke in terms that resonated with listeners but avoided being very specific which allowed those listeners to draw their own conclusions about what the speaker was promising. That the interpretations might have had little to do with what the leader could actually do was, at the point of speaking, irrelevant. It is the very act of inspiration that matters. Managers usually don’t even attempt to do this. They just get through the day getting the task list completed.
  5. Effective leaders have the political skill to cope with conflicting requirements of multiple constituencies. I confess that is much easier said than done. Leaders are a great deal like kings or queens trying to unify heretofore competitive fiefdoms so as to join them together to participate in a common vision. Lee Iacocca reported that the condition that nearly brought the Chrysler Corporation to ruin was competing constituencies within. While it is critical that leaders focuses forward and outward, failure to pay attention within may render their entire visionary acumen meaningless. Conversely, it is the skill of the leader in selling his/her vision that can unite competitors and turn efforts toward the future. Inability to inspire and unite, or the refusal of constituents to participate in your vision as leader while pursuing their own vision is to permit, perhaps even promote two (or more) visions. This is di-vision, the condition wherein attention and effort is incapable of focus. Division will destroy any company or organization. I address this very critical skill in my book “What You See is What You Get.” 
  6. Effective leaders think in terms of renewal. Managers, by virtue of their role and responsibilities, are like maintainers. They oil the machinery of organization and operation keeping its schedules and procedures running smoothly. They tend to become protective of those schedules and procedures and consequently resist change. Leaders understand the times and know that the times always change. History is cluttered with the bones of once glorious nations, companies, and organizations that simply failed to adapt to changing times. Renewal is not a fresh coat of paint. Renewal is to make new, not just makeover the old.

What differences have you noticed? What similarities do you see?

6 action traits of effective leaders

 width=There are, of course, many traits found within successful and effective leaders. The six I’ve listed here are almost universal.

1. Make others feel important.

If your goals and decisions are self-centered, and obviously so, followers will lose their enthusiasm quickly. Be certain to emphasize their strengths and contributions not just your own.

2. Promote a vision.

Followers need a clear idea of where you’re leading them. They need to understand why a goal is valuable to them and that vision must remain constant. A vision of the week will quickly turn enthusiasm into cynicism. Your rjob as a leader is to provide that vision.

3. Follow the golden rule.

Treat your followers the way you enjoy being treated. An abusive leader will run off the productive and vital thinkers he needs to reach the vision.

4. Admit mistakes.

If people suspect that you’re covering up your own errors, they’ll hide their mistakes too. What’s worse, you will soon discover you’ll lack the valuable information you need for making decisions.

5. Criticize in private, praise in public.

Public praise enqourages others to excel (if the praise is genuine and percieved by the others as being deserved), but public criticism only embarrasses and alienates everyone.

6. Stay close to the action.

You need to be visible to the members of your organization. In their 1982 book In Search Of Excellence, authors Tom Peters and Robert H Waterman, Jr. coined the phrase Management by Wandering Around. Too many leaders lead cloistered lives inside office buildings and offices. Instead, talk to people, develop real relationships, visit other offices and worksites (there’s a side bebenfit to this – you can control the length of the conversation when you visit by simply leaving when you’re ready), ask questions, and observe how business is being handled. You will gain new insights into your work and the work of those you lead and manage. You will also find new opportunities for motivating your followers.