When performers, athletes, or team members almost achieve a desired outcome but fall just short, it is critical for leaders to provide just the right feedback that will inspire greater effort for the next performance.
People naturally experience a motivational boost when they are on the edge of success, as a sense of hope and continued effort seem all that is needed for victory.
This is when they need the help of their leader to galvanize that view and push them to work even harder.
Good leaders are not shy about reminding team members and teams when they are tremendously close to success. They point out the likelihood of the desired outcome and get specific as to what stands in the way.
The optimism that leaders signal by describing where team members or the team ranks compared to the winners, and how their continued and specific effort will push them over the line, is all that they need to double down on their resolution to excel.
When performers are reminded that they are close to success, and they receive the specific feedback to improve, they will put their effort into hyperdrive and their focus on refining their strategies or approaches.
The role of the leader in facilitating this “Near-Win Effect” is to direct their attention toward exactly what improvement or change will make the difference.
Consider some examples:
- “Your proposal was well-received and missed by only one vote. Once you further refine your outline and practice prior to presenting, you will win the contract.”
- “You’ve played exceptionally well, and your performance was impressive. Now, by developing our passing skills, we will secure victory next time.”
- “You’re just shy of an A grade. Reviewing your notes with a colleague and studying every day without a gap will get you across the line.”
- “What a fantastic audition. You’re almost there. Now is the time to memorize your lines and make them your own so you’re selected for the part next time.”
When team members receive the right feedback, they increase their efforts in subsequent attempts and maintain their engagement surrounding self-improvement.
Because they’re encouraged by the proximity to success, their willingness to accept, internalize, and incorporate the feedback they receive is equally elevated.
Counterintuitively, it is not always essential that the leader know exactly what will propel the team or team members forward. Great leaders know that the real victory is in believing, and they do their part to amplify that conviction.
When they are on the precipice of victory, great teams and performers believe that they believe. Great leaders get them there.
