How much effort do you think you get from your people? Let us look at it from the lens of discretionary versus non-discretionary effort.

For this discussion, we will classify non-discretionary effort as the minimum effort required to do the job for which you were hired. You do what you are told and how you are told to do it. No more, no less. If you see a problem with a process or approach, it is not your problem. Obviously, the higher-ups just do not know what they are doing.

Discretionary effort, on the other hand, is when your people show initiative, solve problems, perform without prompting, and look out for the team and the organization. People give discretionary effort when they have a clear purpose and feel appreciated. This type of effort is self-fulfilling. When a team member feels their actions or behaviors are valued, they instinctively and naturally take a more caring attitude towards those actions or behaviors and will readily give more of themselves because they want to.

So how do we get discretionary effort from our team? This is where leadership comes in. By building relationships based on trust, being honest, setting clear and reasonable expectations, actively listening, giving positive feedback, and being their ‘best boss,’ we can show how much we value our people. At that point, discretionary effort from them becomes no effort at all.

When employees feel valued and see that their contributions matter, they are more likely to go beyond their basic job requirements. They take ownership of their work, look for ways to improve processes, and contribute to the organization’s success in meaningful ways. This kind of engagement and commitment cannot be mandated; it must be inspired.

As leaders, it is our responsibility to create an environment where discretionary effort thrives. This means fostering a culture of appreciation, recognition, and mutual respect. It means being approachable, providing support, and genuinely caring about our team members’ well-being and professional growth.

In conclusion, the effort we get from our people is directly related to the effort we put into our leadership. By prioritizing trust, honesty, clear expectations, and genuine appreciation, we can inspire our teams to give their best effort willingly. Discretionary effort is not something we can demand; it is something we earn through our actions and attitudes as leaders. When we succeed in this, the results speak for themselves in a more engaged, productive, and committed workforce.