Getting people to do what is required is a low bar for leaders. Gaining compliance is not hard when leaders can compel people to action with incentives and disincentives. Teams that follow directions perform very differently from teams that carry a heartfelt commitment to the larger purpose of working together.
Good points. Our variation on this theme is “agreement” versus “support.” This may seem nuanced; it is. Yet, there’s a clear delineation between the two, especially as time goes on with a particular project or issue. We find being able to distinguish between the two to be especially important working with elected officials.
I think this is one of the keys to a successful team. One of the challenges is to get commitment from your team when the executives of your company may not all be on the same page. People start to make assumptions and people end up leaving the organization. Great quick read, thank you for sharing.