While teammates should feel fairly compensated and appreciated, team happiness has been shown to be directly correlated with feeling a broader purpose for the work we do.
Value-driven teams embrace why they are designing world-class experiences. They truly believe in what they are doing - feeling a sense of comrade with each other.
This goes beyond just awareness of values. I employ a leadership strategy that creates an enduring and genuine sense of purpose, including:
Almost all teams that I've led are culturally and/or geographically distributed across timezone, ways of working, and cross-cultural traits.
I diligently strive to nurture high cultural intelligence (CQ) with my teams, enabling strong rapport, collaboration, and inclusiveness (even in remote environments). There are three main spectrums I focus on:
Individualism vs. Collectivism
Focuses on the strength of ties that people have to others within their community. In individualistic cultures, members primarily think of themselves as unique, independent beings with the right and expectation to promote their own self-interest. Collectivistic cultures focus on the interdependence between people and stress the importance of the group's goals as opposed to the individual's goals.