Michael Schreurs cannot remember how long the book sat dusty on his library shelf before he was one day drawn to read it.

Since then, the CEO of Strategic America, a marketing and communications agency, has been reading “Churchill on Leadership: Executive Success in the Face of Adversity” off and on, along with other leadership books that have inspired him to not only achieve more in his own company, but also consider writing his own book.

“[Churchill] was probably more of a bulldog than me, but he clarified things and he simplified things,” Schreurs said. “He made leadership come into sharp focus.”

Some leaders who are long gone, such as Churchill, Lincoln and Roosevelt, continue to influence today’s business leaders, who find their philosophies motivational as they strive to lead their own companies.

“What motivates me,” said Frank Russell, CEO of West Des Moines-based GeoLearning Inc., who is an avid reader of books about the Revolutionary and Civil wars, “is reading those kinds of stories and taking the information and saying if these people tried to lead a nation or overcome a difficult task with great risk to themselves, managing a company with 200 people even through challenges seems more manageable when I try to apply their ideas and concepts.”

Local executives are focused on this concept of leadership because they realize that achieving their objectives requires employees who are motivated in the same way that they are. Most people need to understand and feel involved in the progress of the company – more so than incentives such as awards or money.

As a result, Richard Reasons, co-owner of West Des Moines-based Career Resources Group Lee Hecht Harrison, which provides career management services, stresses the importance of communication from the top down.

“What motivates me and what I think motivates others in organizations who work for a set of outcomes that the organization is trying to achieve,” said Reasons, “is having clarity around what it is we’re trying to achieve and how that is different from what we’re trying to achieve today.”

Sharing a set of beliefs and values that the company thinks is critical to success, said Reasons, creates a sense of culture. Everyone feels inspired and involved.

What motivates leaders

Being motivated to succeed comes easy for business leaders who often participate in projects they care deeply about.

“I’ve been very fortunate to get to do wonderful things in community work,” said Martha Willits, president and CEO of the Greater Des Moines Partnership, “I am motivated by the community and all that people do together and having a great community for families.”

But self-motivation can only help them realize their dreams so far.

Reasons, inspired by books such as Stephen Covey’s “Seven Habits of Highly Effective People” and Jim Collins’ “Good to Great,” believes that there are three types of behavior that will help a business leader motivate a company: humility, curiosity and veracity. And many other local leaders understand the importance of these traits as well.

Diane Bridgewater, vice president and chief financial officer of Pioneer Hi-Bred International Inc., is one of several who are more motivated by working with a team of talented employees.

She has always been driven by a family trait of setting high expectations for themselves but still admitted, “I draw a whole lot of my own personal energy from other people. In some respects, the people I have found over time to make awesome employees are employees that have self-motivation, take initiative and also have an overall positive outlook towards everything they do.”

“It’s the culture of the company and what we have built that keeps me excited after the fact we’ve been in businesses 26 years,” said Schreurs. “The thing that gets me excited about going in every week is the fact that we have a great place to work and someone who wants to perform has the platform to perform.”

Curiosity plays a huge role in Russell’s strategy as a business leader. In his free time, he picks up reading materials relating to anything but technology. He especially enjoys the challenge of learning about a new hobby and then trying it out for a year before testing something knew.

“The best ideas come from the fringes or outside your area of expertise,” he said.

What motivates employees

“If you don’t know where you’re going, any road will do.”

This old saying hangs on Bridgewater’s office wall to remind her that if she loses sight of her overall goals, she won’t be able to accomplish them. The greater risk is that her subordinates will lose focus and motivation, too.

Money, awards and gifts are almost always appreciated by employees, but local leaders recognize that the greater inspiration is to feel part of a team working toward something great.

“I think it is human nature,” said Reasons, “for people to feel a part of the enterprise.

“If I’m working on a project, to know what impact of that is for the company and customers and know what is in it for me and what’s the reward for getting it done…all of the things come together and provide motivation.”

“Engagement” is a buzzword Reasons often hears when he works with businesses today. Employees need to feel like part of the company culture, to truly believe in the company’s values and goals.

To successfully do that, said Reasons, entails a leader who is open, helps people understand the process, establishes expectations and supports employees.

“Part of motivation is casting the right kind of vision,” said Schreurs. “Our vision statement is to represent brands that improve the lives of all Americans, so we look for opportunities to work with companies and brands that actually make life better.”

Casting the right vision is easy when the work goes toward bettering the community.

“Our work is all about this kind of [community] involvement,” said Willits, “so all of us feel really rewarded by being in community work.”

But Russell admits it’s more difficult to show employees the impact they have in his technology company, where people can spend days writing software code and never see the direct impact of their programs.

“When people are working very hard in a fast organization,” said Russell, “it’s sometimes hard for them to step back and look at how their job fits in with the bigger picture and helps the company succeed and actually contribute to the overall economy.”

Russell reminds employees of their contributions in quarterly staff meetings where they review the company’s results, employee achievements and positive customer comments. Awards also remind employees of their benefit to the company, including the St. George and Georgette Award, given to those that succeed in the company’s mission to become champions of the customer (the damsel in distress) over the dragon (the fear of technology), and the annual Spirit of a Hero Award given to employees who face challenges but still desire to come to work and do meaningful things.

As much as feeling a part of the company culture is necessary for employee motivation, leaders recognize that the people working for them also need to feel like an individual and be rewarded in a way that motivates them personally.

“As a manager, the most important thing for me is understanding what it is that motivates each of the individuals I work with,” said Bridgewater. “We have monetary recognition through reward programs. Other people, their reward may be being placed on a premium project – the highest priority in the organization….Others want simple recognition in front of their peers.”

Russell, who recalls stories of Lincoln’s ability to maintain a strong government through war, Alexander Hamilton’s role in shaping the country’s banking and commerce system, and Franklin D. Roosevelt’s ability to lead through the Depression, understands that leading a company takes self-confidence and clear direction – as well as a talented team.

“You’re doing more than just managing through chaos and adversity,” said Schreurs, “Management through changes is a significant challenge. Leadership calls forth a need to cast a vision, inspire people, and do more than just solve problems.”