Effective Leadership Torges: Aligning Manager and Team Goals
When managers and their teams share a clear understanding of goals, both the business and the people inside it gain. This perspective comes from psychologist, entrepreneur, and coach Yunona Belikova, who spoke with socialbites.ca on the topic.
Belikova argues that every link in the work chain has its payoff. For the manager, it means the health and profitability of the business; for the employee, it translates into tangible rewards. Yet a different approach can yield better results for everyone: a model where managers and employees pursue a common objective aimed at driving the company forward.
To grow a business, teams must do more than tackle tasks; they should receive rewards that reflect their contributions. Belikova notes this is often overlooked by leadership. As an example, she points to a beauty salon or a restaurant where revenues are recorded as a team achievement, yet the earnings may flow entirely to the manager. The team then feels their hard work is wasted, and the entire effort risks collapsing under frustration.
Belikova emphasizes the importance of documenting personal achievements. Each member should sense a direct benefit from their work, whether through a premium, a fixed incentive, or a performance-based share in profits. This visibility helps sustain motivation and align daily effort with broader business outcomes.
Leaders who ignore this principle often end up with disengaged teams and stagnant growth. When people do not feel seen or rewarded for progress, their willingness to contribute wanes, and the business loses momentum. A balanced reward system, therefore, is essential for sustained development and shared success.
Another critical factor in organizational well-being is the workplace atmosphere. To retain top talent, leaders need to nurture an environment where people feel valued and connected. A cohesive team that enjoys working together is more resilient and productive.
Belikova suggests creating a sense of camaraderie through shared experiences. This could mean organizing team activities, casual gatherings, or celebrations of milestones. Even simple routines—like Friday film screenings or small in-house events—help foster a sense of belonging. When employees build positive memories with colleagues and leaders, they are more likely to stay engaged and energized at work.
Development and growth are the third pillar of a thriving team. People who invest in themselves tend to become more confident and capable, which in turn benefits the organization. Ongoing training introduces new ideas that can improve efficiency and uncover opportunities to optimize costs or increase revenue. Managers should thus arrange regular learning opportunities for their teams.
The energy of the leader is the fourth factor shaping performance. It is not about loud commands or constant surveillance. Excessive control can backfire, leaving employees hesitant and unsure. The brain often responds to fear with hesitation or withdrawal, and constant supervision can stifle initiative. A more constructive approach is to empower the team, provide clear expectations, and allow space for autonomous problem-solving.
In Belikova’s view, the most effective leaders are those who avoid blaming their teams. When a workplace is oriented toward shared purpose and collective reward, success becomes plausible. People feel inspired, know there will be rewards both financial and emotional, and celebrate victories together, strengthening loyalty and momentum.
Ultimately, Belikova notes, people spend a large portion of their lives at work. That reality means teams and managers should not accept anything less than a healthy, motivating, and collaborative environment. When the right practices are in place—clear goals, fair rewards, a supportive culture, ongoing development, and respectful leadership—the entire organization stands to gain.
Additional guidance on managing emotional well-being at work has been discussed by other professionals, who caution that burnout can be mitigated through mindful leadership and supportive structures. The emphasis remains on sustaining energy, purpose, and connection within teams, so that every member can contribute to a thriving business landscape.