Many executives talk about them.
They want even more.
And almost all of them ask themselves the same question at some point:
Why do some teams go the extra mile – and others don't?
The inconvenient truth first:
The extra mile cannot be arranged.
And at the same time, it is dangerous to simply hope that it will arise "by itself".
Between control and hope lies leadership.
Why classic incentives come to nothing
The fruit basket is full.
The JobRad is ready.
Maybe there will be a subsidy for the gym.
All well-intentioned – but strategically ineffective when it comes to real motivation.
Why?
Because these measures do not create an emotional bond .
They improve framework conditions, but they do not change behavior on a deeper level.
The extra mile is not a benefit issue.
It is a Relationship and meaning topic .
The real dynamic: people follow people
One central mechanism is often underestimated:
Employees go the extra mile for people – rarely for companies.
Companies are abstract.
Leadership is concrete.
When employees feel connected to their manager, something arises that cannot be contractually regulated:
- Loyalty
- Trust
- Intrinsic propulsion
And this is exactly where the willingness to give more than expected arises.
Not because it is demanded.
But because it feels right.
The real drivers of the extra mile
The motivation to go the extra mile is always personal.
Never organizationally.
Typical motivations are:
- Career orientation : "I want to prove myself."
- Personal fulfillment : "I enjoy what I do."
- Intrinsic motivation : "I want to get better."
- Relationship orientation : "I'm doing this for my manager."
The last point is crucial – and is often underestimated.
When a manager builds trust, provides orientation and consistently stands behind his team, a form of commitment arises that goes far beyond target agreements.
The mission of leadership: perception instead of control
Many managers try to control performance directly.
That falls short.
The real lever lies elsewhere:
Leadership means recognizing dynamics in the team and influencing them in a targeted manner.
This requires:
- Sensitivity to moods and tensions
- Understanding of individual motivations
- Clarity in one's own role
The question is not:
👉 "How do I get my team to do more?"
But:
👉 "What does my team need to want to do more?"
Leaders as visionaries – not as administrators
Teams go the extra mile when they believe in something.
And this is exactly where the next challenge arises:
Many managers lead operationally – but do not inspire.
Inspiration is not a "soft skill".
It is a strategic success factor.
A strong leader:
- gives direction, not just tasks
- creates meaning, not just structure
- conveys a goal that is bigger than everyday life
People don't follow a to-do list.
They follow a vision.
How do I become a leader for whom people go the extra mile?
The answer is clear – but not trivial.
It's not about methods.
It's about attitude, vision and development.
Leaders need to learn:
- to reflect on oneself
- Consciously manage impact
- Actively build trust
- Lead teams individually
This is exactly where we come in.
With our MEvelopment® program, we develop leaders who not only lead – but also move.
Who have understood that performance does not arise because it is demanded.
But because it is made possible.
Conclusion
The extra mile is no coincidence.
But it is also not a control instrument.
It is the result of good leadership.
If you want to achieve it, you have to stop demanding it –
and begin to create the conditions for it.
Because in the end, the following applies:
People give more when they feel connected.
And it is precisely this connection that is the task of leadership.
Click here to go directly to MEvelopment®: MEvelopment is your DEvelopment| Leadership Excellence Training Reimagined