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　　标题：Howtobeaninspirationalleader，accordingtoBain
　　source：chicagotribune丨byJoseM。Osorio
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　　Whatmakesapersoninspiring？Bainsharesitssecretsauce。
　　AsmallclusterofstonesonMaggieBirksdeskremindtheconsultantwhatshedoesbest。
　　Responsibility，readsonestone。Emotionalexpression，readsanother。Balance，readsathird。
　　Thestones，tuckedunderBirkscomputermonitoratBainsChicagooffice，physicallyrepresenthermetaphoricalrockpile：thenaturalstrengthsBirkpossessesthatmakeherinspiringtoothers。
　　Feelinginspiredisoftenheldupinleadershipliteratureascriticaltoanorganizationssuccess，makingthedifferencebetweenemployeeswhopopoutofbedtopushthroughthechallengesofthedayandthosewhoburytheirheadsundertheirpillowsindread。Researchhasshownthatpeoplewhoworkforinspiringleadersaremoreproductive，committedtoandsatisfiedwiththeirjobs，andlesslikelytothinkaboutleaving。
　　Butwhatdoesitmeantobeinspiring？Andhowdoyouachieveit？AmongthevariousmodelsthathavetriedtocrackthecodearetherockpilesatBain，atopstrategyconsultingfirmwherebeinginspiringisasmuchapartofthecompanysproductasitisaleadershipgoal。
　　Aspartofitsinternalstrategicinitiatives，Bainturneditsanalyticaleyeinwardandtookabottomupapproachtofindoutwhatmakespeoplewithinitsranksfeelinspired。Theresultinginspirationalleadershipprogram，launchedamongpartnersandmanagersinspring2013andnowbeingrolledouttoall6，000globalemployees，helpsemployeesidentifyandcultivatetheirownspecialsauce。
　　StrengthsbasedleadershipisnotnewtoBain，noristhequesttobeinspiring。Whatisnewtothecompanyisthedeepdiveittooktosystematicallyunderstandinspirationatatimewhenthebusinessclimateincreasinglycallsforit。
　　Forafirmthatneedstomotivatenotjustitsownemployeesbutalsotheclientstheyshepherdthroughdifficultbusinessdecisions，beinginspiringisnotjustanicetohave，itsahavetohave，saidMarkHorwitch，theSanFranciscobasedpartnerwho，alongwithseniormanagerMeredithWhipple，sculptedBainsinspirationalleadershipprogram。
　　Thefirmsetdownthepathafterreviewingseveralyearsworthofthemonthlyfeedbackreportsitgathersfromconsultantsabouthowtheirprojectsaregoing。Oneattributejumpedoffthepage。
　　Whatmadeorbrokethevastmajorityofsituationswasiftheteammembersfeltinspiredthewholewaythrough，saidScottDuncan，apartnerinBainsChicagoofficewhocoleadstheprogramherewithcolleagueKatrinaCalihan，aseniormanagerwithanadvanceddegreeinpositivepsychology。Thatwastheepiphanymomentforus。
　　Severalmacrochangesaremagnifyingtheimportanceofbeinginspirational，HorwitchandWhipplewroteinawhitepaper。Theyinclude：agrowingexpectationamongcustomerstobedelightedratherthanjustserved；employeesworkingmorecollaborativelyandwithlesssupervision；andmillennialswhoaredrivenmorebyacompanysmissionandvaluesratherthansalaryandpromotion。Bainsmillennialpopulationispushing70percent。
　　Throughacompanywidesurveythatdrewabout4，000responses，thefirmidentified32qualitiesthatmakepeoplefeelinspired，andcalculatedthatpossessingjustfourorfiveofthosedistinguishingstrengthsyourpersonalrockpilemakesyouinspiringtothevastmajorityofpeople。Employeesareencouragedtopracticethosestrengthseveryday。
　　Theleverageisnotintryingtogetgoodateverything，Horwitchsaid。Youhavetounderstandthatyouhaveanintrinsicsetofstrengths。
　　Thestrengthbasedprogramalignswithapositivepsychologymovementintheworkplace，aswellasinschoolsandclinicalsettings，thatencouragespeopletobolstertheattributestheyarenaturallygoodatratherthanfocusingonfixingtheirweaknesses。
　　Oneofthethingsweknowisthatwhenthingsarenegative，peopleseefeweroptions，theyrelessabletoproblemsolve。Itshutsdownthebrain，saidbusinesspsychologistJenniferThompson，anassociateprofessorattheChicagoSchoolofProfessionalPsychology。Whenpeoplehavepositiveenvironments，theyremorecreative，theyremoreproductive。
　　Gallupresearchhasfoundthattheoddsofemployeesbeingengagedare73percentwhenanorganizationsleadershipfocusesonthestrengthsofitsemployees，versus9percentwhentheydonot。
　　Bainsresearchfoundthatapersonwithnoneofthe32qualitieshasa5050chanceofbeingconsideredinspirational，butwhentheyhavejustonestrengththechancejumpstonearly70percentandwhentheyhavefouritrisesintothemid80s，Horwitchsaid。Afterthattherearediminishingreturns；therateneverreaches100percent。
　　Tohelpemployeesdrilldowntotheirfourorfivedistinguishingstrengths，Bainputseveryonethroughadaylongtraining，aselfassessmentandpeerfeedback。Manytimespeoplemisstheirgreateststrengthortakeitforgranted，notrealizingthisthingtheydosoeffortlesslyhasapositiveeffectonothers，Duncansaid。
　　Oncetheyhavenarrowedtheirrockpiletosixorsevenrocks，employeesareaskedwhichskillsarethemostenergizingwhentheyusethem。
　　Iftheyalsogiveyouaboost，thosearethethingsyouwillfeelmostcomforusingwithhighfrequency，Duncansaid。Employeeswalkawaywithsmoothstonesthathavetheircorestrengthswrittenontheminpermanentmarker。
　　Birk，acaseteamleaderwiththestonesonherdesk，saidnoneofherswererevelations，butshehadntpreviouslythoughtofapplyingsomeatwork。Herrocksincluderesponsibility，meaningshetakesproactiveownership；emotionalexpression，referringtoherabilitytofreelyvoiceheropinions；andbalance，referringtoherownworklifeboundariesandherrespectforthoseofthepeoplearoundher。
　　Inahighperformingenvironmentwherepeopleareaccustomedtofrequentfeedbackonwheretheyfallshort，thepracticeofrecognizingyourownandothersstrengthshaspromptedpeopletotakeadvantageofthemmore，Birksaid。Shesaidthatwhenshestartsanewproject，sheletspeopleknowwhatherstrengthsareandthatsheiscommittedtomakinggoodonthem。
　　Yourealwaysmoreinclinedtoshineandmakeadifferenceintheplacesthatcomenaturallytoyou，saidBirk，29，whois212yearsoutofHarvardBusinessSchool。
　　Thoughthecompanydoesnthaveformaldatayetshowingtheefficacyoftheprogram，Horwitchsaidpeoplewhohavebeenputtingeffortintotheirselfdevelopmentareseeingimprovementsintheirupperfeedbackscores。Bainhasalsostartedtoofferthesystemtoclients。
　　Scalingtheinspirationaltrainingthroughouttherankandfileofthegrowingorganizationhasbeenachallenge，butitwasimportantnottolimitittoseniorleadership，Horwitchsaid。
　　Ifyouwaituntiltheygetintothoseroles，itstoolate，Horwitchsaid。Thentheyreplayingcatchup。
　　Itwasalsoimportantnottomaketherocksapartofperformancereviewsorusedasanevaluationtool。
　　Werethinkingaboutitasasevento10yearculturechange，Whipple，codeveloperoftheprogram，said。Weretryingtomakeitactuallybepartofeveryonesdaytoday。
　　Oneofthechallengesgiventoemployeesistodevotefiveminutesadaytoreflectonwhoontheirteamcoulduseaboost，trackthatpersondownanduseastrengthtobrightentheirday，Duncansaid。
　　Duncan，whoserocksincludestresstolerance，optimism，directionandrecognition，saidhesfoundthatthelatterrecognizingpeoplefortheircontributionsdoesthemosttochargecolleaguesup。
　　Ifyougojusttheextradistanceandsay，Youknowwhat，thewayyoulaidthisoutwasextremelyimpactfultotheclient，youcantellthatthispersonisnotonlyimmediatelysatisfiedandhappy，butaswitchflipsintheirhead，Duncansaid。Theyfeelbettertoknowthatthepersontheyworkedtheirbuttoffforabsolutelyrecognizesandappreciateswhattheydidforthem。
　　Attheintersectionofthe32inspirationalstrengthsisacoreskillBaincallscenteredness，aqualityofcalmthathelpsdefusetensesituationsandkeepstressatamanageablelevel，whicheveryoneisencouragedtoachieve。
　　Whataboutthe28orsoqualitiesleftoutofapersonsrockpile？Willanyonecarethatyoureagreatlistenerifyouareterribleatgivingdirection？
　　Theideaistoensurerelativeweaknessesarenotdetractingfromthestrengths，Horwitchsaid。Hesaidhewasratedlowonfocus，andwhilehewontstrivetobethemostfocusedpersonintheroom，heneedstobeawareofit。
　　Ijusthavetohavethepresenceofmindtoneutralizeit，hesaid。