Influence Vs. Inspiration

 

 

The Leadership Series/The Vs. Series

 

 

Introduction

 

As we continue navigating through leadership here at The Wealthy Ironworker, we now explore Influence vs. Inspiration.

Why is this important?

Because it’s different from what some discuss in the leadership space. This isn’t surprising; after all, I believe the difference between white collar and blue collar (office and those in the skilled trades) is such that it makes most leadership models null and void. Put another way, leadership models all seem crafted for the office, and it simply does not work for those in the field.

So, what exactly is the difference? As a reminder, let’s take a look at something John Maxwell is famous for saying that I’ve highlighted in the past:

 

“Leadership is influence, nothing more, nothing less.”

– John Maxwell

 

Let’s take what Maxwell has said as true for a moment (and I believe he is right, for what it’s worth). I have a lot of thoughts on influence, many of which I’ll reserve for later in the article. For now, though, I want to highlight something: From where I stand, influence isn’t the pinnacle of leadership – inspiration is.

To that end, what exactly is the difference? Let’s start off by defining our terms to gain more understanding.

 

NOTE: This article is part 14 of a series on Leadership here at The Wealthy Ironworker

1. Foundational Leadership Truths
2. Leadership and The Three Areas of Your Life
3. Personal & Professional Development in a Leadership Context
4. Leadership, Management, and The Skilled Trades
5. The 4 Indispensable Qualities of a Leader
6. Leadership and The Task-Oriented Trades
7. Situational Leadership and the Skilled Trades
8. Leadership and The Art of Intentionality
   1. Skills Developed From The Art of Intentionality
9. Leadership and Emotional Intelligence
   1. Skills Developed From Emotional Intelligence
10. Leadership and Humility
    1. Skills Developed From Humility
11. Leadership and Listening to Understand and Not to Respond
    1. Skills Developed From Listening to Understand and Not to Respond
12. Skills Developed Overall in the Leadership Process
13. Mentored & Mentoring in Leadership
14. Influence Vs. Inspiration
15. Inspiration – Going Beyond Influence

 

***The above is subject to change as this series expands***

 

What is Influence?

 

Influence, as defined by Oxford Languages, is “The capacity to have an effect on the character, development, or behavior of someone or something, or the effect itself.”

Coupled with the above quote from Maxwell, a leader has “influence” over others in that they get others to do something. Examples would be a parent who influences their child to clean up their room, a foreman influencing someone to do their job/task, and a person who influences others to do something/get something done in a personal setting. If these three examples sound familiar, they should – they are a nod to the three main areas of your life, which is an article in this Leadership Series.

 

Related: Read Leadership and The Three Areas of Your Life

 

What is Inspiration?

 

The same dictionary – Oxford Languages – defines Inspiration this way: “The process of being mentally stimulated to do or feel something, especially to do something creative.”

The Britannica Dictionary, however, defines it like this: “Something that makes someone want to do something or that gives someone an idea about what to do or create: a force or influence that inspires someone” (Emphasis mine).

For my part, I like the Britannica definition better; it highlights influence while discussing inspiration. Why is this important? Let’s explore this further…

 

What Exactly is the Difference Between Them?

 

That last part of the definition – “a force or influence that inspires someone” tells us all we need to know – Inspiration takes place after influence. Put another way, I can influence others to do something I want them to do (i.e., getting work done in a timely and seemingly professional manner), but that doesn’t mean they are inspired to do it. Indeed, perhaps they are motivated to keep their job, and as such, they are “influenced.”

Moreover, I could influence people in a number of other ways. For those who work for me, I could use their paycheck (or their not getting one if they don’t do what they are supposed to) as an advantage to gain influence. As a matter of fact, this is precisely where a lot of people in leadership roles find themselves today. Others may use bribes and/or promises, attempting to gain influence. Some elect to show favoritism. There are people who will act out of character to gain it – they become actors, as it were. There are numerous things people will do for influence.

But is this the type of influence leaders should strive for? Should we seek to gain influence no matter what – the ends justifying the means, as it were?

The answer, as far as I’m concerned, is a resounding no. No, we shouldn’t be willing to do anything to gain influence with others. No, we shouldn’t compromise to be liked by others for the sake of influence.

Moreover, this is one of the major differences between how leadership is viewed. While leadership may be influence, the pinnacle is inspiration.

To those I mentor (I have work in mind, here), I tell them this:

 

First, you earn their respect. Then you earn their loyalty.

 

Some leaders never get respect from those they lead. Others, achieving more, do earn respect. The ones at the top? The ones who understand that leadership WILL cost you something, give it all they’ve got, mentoring others with their best interest in mind? Those leaders not only earn respect from those they lead, but they also earn their loyalty. And when you earn their loyalty, you can inspire, which is far more valuable than mere influence. How do I know? Because I am writing anecdotally – from experience – here.

 

Examples of Leadership Inspiration in the Trades

 

Those in the trades can be a rough bunch, and if you have ever been around them, you know it to be true. I often think about the time someone in a “traditional” leadership company (what I mean by that is they primarily deal with those in the office) first interacted with those in the field. In this particular case, it was ironworkers – one of, if not the most difficult, trades to lead. He was shocked at how different they (the ironworkers) were from those he was used to interacting with. This is something I’ve known for a long time. Moreover, that difference is what prompted me to explore leadership and question whether there is something in those who are attracted to the trades that is fundamentally different.

In my current capacity (at the time of writing), I am an ironworker field superintendent for an industrial contractor. I knew they had a bad culture and needed someone to take point (I am speaking about a certain group of guys at a facility, not the whole company), but it wasn’t until I got there that I realized just how bad it was. The problems weren’t created overnight, and the changes weren’t going to happen overnight, either. Slowly, however, changes were made, with both people and different processes. And in the span of about 8 to 9 months, only two people who were there before I came remained. Everyone else had either left on their own or had been let go. (Consequently, several of those individuals have expressed interest in coming back since departing – didn’t I say in Foundational Leadership Truths that many people never develop perspective?)

Out of the two that remained, however, one had been running work from behind: Planning, executing, performing – the whole thing, without any recognition. I sought to change that. So through a series of moves, I made him a foreman. Moreover, I told him that if he only wanted to be a foreman, he would be that. If he wanted more, however, he could be more – the choice was ultimately his to make.

What am I describing here?

Mentoring. Using this leadership model (that is essentially from my personal experiences in this trade) while being authentic and genuine, I was deliberately mentoring. Mentoring has been on the decline for decades, and while I cannot change everything, I can do something about what I do in the space I find myself in. 

The result?

He is not only thriving in his current position, but I am developing him into a superintendent – NOT because I want him to be one, but because HE WANTS TO. In other words, he has been inspired.

What’s more, when I made him a foreman, he wouldn’t even talk to me. Through the changes being made, I sent a few guys home for three days for something, and he was one of them. It wasn’t until after I made him a foreman that he started communicating. This is important because I could see potential in him and separate the personal from the professional.

What’s more, if I were to simply rely on the traditional methods of influence used in the trades – holding their paycheck/job over their head to gain what I want – the outcome would have been drastically different. Mere influence at that level almost never gets past pride, the original sin.

In the end, this is but one example among many where people were not merely influenced but were also inspired to be more – and THAT, from my perspective, is the pinnacle of leadership.

 

How Do We Inspire Others?

 

First and foremost, it’s worth noting this is not an easy thing to do. There are a number of reasons for this; what inspires individuals varies, how you deal with/reach each person is different, timing has a part to play, situational issues are more prevalent than most understand – these and many more are stumbling blocks a leader must deal with.

Secondly – and I suspect some will already know what I am about to say, here – you will need to understand The 4 Indispensable Qualities of a Leader, harnessing the leadership model I’ve outlined on this website. A blind squirrel may find a nut every once in a while, but leaders who want to excel need to be intentional.

Ultimately, we must go beyond mere influence (or build on influence, if you prefer) – which is what our next article explores.

Before diving into our next article, ponder these words carefully:

 

“People don’t care how much you know until they know how much you care.”

– Theodore Roosevelt

 

 

NOTE: This article is part 14 of a series on Leadership here at The Wealthy Ironworker

1. Foundational Leadership Truths
2. Leadership and The Three Areas of Your Life
3. Personal & Professional Development in a Leadership Context
4. Leadership, Management, and The Skilled Trades
5. The 4 Indispensable Qualities of a Leader
6. Leadership and The Task-Oriented Trades
7. Situational Leadership and the Skilled Trades
8. Leadership and The Art of Intentionality
   1. Skills Developed From The Art of Intentionality
9. Leadership and Emotional Intelligence
   1. Skills Developed From Emotional Intelligence
10. Leadership and Humility
    1. Skills Developed From Humility
11. Leadership and Listening to Understand and Not to Respond
    1. Skills Developed From Listening to Understand and Not to Respond
12. Skills Developed Overall in the Leadership Process
13. Mentored & Mentoring in Leadership
14. Influence Vs. Inspiration
15. Inspiration – Going Beyond Influence

 

***The above is subject to change as this series expands***