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.
I make sure they are part of the important decisions. I always allow them to provide their thoughts and ways they feel they can add value to the problem/project/tasks. But I think the most important thing is to allow them to fail as long as there is a lesson learned that can be cascaded to the team.
I love this Raphael! It reminds me of the saying, "Fall down seven times, get up eight." In 'Staring Down the Wolf,' Mark Diving shares a story where he was taught the importance of simply getting up after a fall, but how you get up (optimistic, determined etc) is what counts.
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.
What is the typical way you find yourself getting commitments from your team, Raphael?
I make sure they are part of the important decisions. I always allow them to provide their thoughts and ways they feel they can add value to the problem/project/tasks. But I think the most important thing is to allow them to fail as long as there is a lesson learned that can be cascaded to the team.
I love this Raphael! It reminds me of the saying, "Fall down seven times, get up eight." In 'Staring Down the Wolf,' Mark Diving shares a story where he was taught the importance of simply getting up after a fall, but how you get up (optimistic, determined etc) is what counts.