Does Your Staff Commit or Comply?

Cultivating a spirit of commitment versus a command to compliance reaps continuous rewards in team member loyalty.  Compliant employees will do exactly what you ask.  The employee value proposition with this relationship is simple and transactional.  The employer pays the employee an agreed upon wage to execute agreed upon tasks.  If the employee is internally motivated, then he or she will complete exactly as asked.  If the employee is not internally motivated, then the employer will constantly have to remind the employee of the rules, requirements and responsibilities.  I don't know about you, but that sounds like a miserable way to operate a business.  Thankfully, there is a better way.

When a leader is able to get a team member to commit to an organization, the employee value proposition is something very different.  The team member not only does what the leader asks, but also expends discretionary effort.  The leader, in return, is committed to the development and growth of the team member.  This creates a cycle of commitment between the leader and the team member.  The more the leader invests in the committed team member, the more the team member knows and can contribute.  The more the team member contributes, the more committed he or she is to the business.  That higher level of commitment translates to a greater  contribution.  The perpetuation of this cycle grows the business in exponential ways.

So what does compliance look like on a daily basis?  Employees generally do only what is necessary except for a few who are so internally motivated by a strength of responsibility that they do more.  Because selection is generally a weakness of the compliance driven manger, most of their employees do not exhibit this trait.  If the employee is doing only what they are told to do and only what is necessary, they are not looking for ways to further please the customer.  If the manager is only focused on transactions and not on customer service and satisfaction, the employee is not thinking about serving the customers true needs either.  In this model, somebody is usually "chewed out" each day and turnover is frequent.

Commitment, on the other hand, looks very different.  Leaders encourage team members to anticipate and meet guest needs, even when there is no procedure in place.  It's more than just showing up at work on time in proper uniform.  At a quick-service restaurant, this might be holding an umbrella over guests returning to their car in the rain, changing a guest's tire or driving for miles to return a item left by a guest at the restaurant.  In return, the leader takes a personal interest in each team member, understanding opportunities for growth and the team member's personal and professional aspirations and dreams.   

Leaders who coach for commitment instead of merely compliance, invest more to prevent people problems rather than incurring the expense of having to solve people problems.  Committed team members build the brand of a business. Compliant team members, at most, barely protect a brand.  It may take more skill and intention to lead committed team members, but it is also a lot more fun.   Committed team members create committed teams and committed teams become winning teams.  If you want to lead a winning team, seek commitment from team members, rather than compliance from employees.  

Cultivate an Abundancy Mentality

When I visit my young friends in a remote village in Africa, they impress me so much by their ability to share anything.  If given a pencil, they share it.  If given a candy bar, they quickly calculate how many pieces it can be broken into so that everyone gets a share of it.    They cannot really seem to enjoy what they have unless they are sharing it with others. Isn't it interesting that people who have so little are concerned with giving to others out of whatever they receive?

These young children have adopted an abundancy mentality -- there is enough for everyone and I have hope there will be more, so I can share.  The alternative is a scarcity mentality -- I must hold on to what I have because the resources are limited and I have no hope to obtain more.  

In organizations, I see this played out most often when promotions are given.  Members of a healthy team celebrate the accomplishments of others, believing progress for some, is progress for all.  Healthy team members also believe there is enough opportunity for everyone and realize that success for one gives hope for all.  A scarcity mentality is often prevalent on unhealthy teams.  In that environment, team members resent the success of others because they believe that it limits individual opportunity.  If someone else achieves a goal or dream, they believe that there is less for anyone else to achieve.  

Remember the Lay's potato chip advertisement that encouraged buyers to go ahead and indulge?  Their tag line was, "Go ahead!  We'll make more!"  That ad appealed to the abundancy mentality within the buyer.  There is no need to ration out the chips or save for later -- Lay's assured there would be more!

Great leaders have an abundancy mentality.  They see opportunity for themselves and others everywhere.  They realize that success for others does not limit their own opportunity, but actually paves the way of success for others.

How do you identify abundancy mentality in others?

1.  People who have an abundancy mentality foster other people's dreams.  Sure, they have dreams of their own, but they are interested that everyone achieves their dreams.  They know this will make the team as a whole stronger.

2.   People who have an abundacy mentality have confidence.  They believe in a unique and chosen plan for their own life and know that it is not impacted by the accomplishments of others.

3.  People who have an abundacy mentality coach and mentor others.  They share their time and talents to support the success of others.

4.  People who have an abundacy mentality are optimistic.  They are positive in their outlook and rarely, if ever, complain.  They see the best in others and celebrate it.

5.  People who have an abundancy mentality are generous.  They freely share their ideas, talents, advice and expertise.  They are not concerned with who gets the credit.  

Leaders and team members with abundancy mentalities strengthen the culture of a team and exponentially increase the likelihood of achieving team results.  Unlike those with scarcity mentalities who limit and restrain the team, they propel themselves and the team forward into immeasurable success.  Abundancy mentality is a trait you may want to consider in making your next hire or selecting your next leader.  It's a decision that could significantly  and positively impact the health of your team.    

The Art of Truth Telling

The kindest thing you can do for someone is tell the truth.  Most every person has a shortage of truth tellers willing to say what no one else will.  I am not necessarily talking about the kind of truth telling that says the tie does not match the shirt or acknowledging my bad hair day.  I am talking about the kind of truth that says, "I have made a decision that impacts your work, your role, your team or your future and I need to explain it to you."  Truth telling is what emotionally healthy adults do with one another.  Work arounds are paternalistic and damages most any relationship.  Mature truth tellers have the other person's best interest at heart.

How to tell the truth:

1.  Don't mince words or confuse the recipient of your feedback by a long introduction.  The other person cannot hear what you are saying while wondering what you will say.  Get to the point and give the feedback or state your decision.

2.  Pause and listen.  Allow the person to digest your words, ask clarifying questions and even respond with an opinion.  

3.  Never assume motivation for a person's behavior.  When communicating your decisions, only give feedback about the behaviors themselves and tell the truth about the impact of those behaviors.

4.  Expect the best.  Truth telling provides critical information for someone else to make adjustments, change or even support your decision.  Many people do change as a result of thoughtful truth telling.

5.  Be prepared for the worst.  Telling the truth can end a relationship, but most of the time, it will strengthen it.  

6.  Always show respect.  Don't editorialize the truth or belittle the recipient.  Honestly communicate the observation or the decision you have made and thank the recipient for listening to you.

Mia was a ten-year employee who struggled to understand why she was passed over again and again for a promotion.  The truth was that Mia struggled to communicate a clear vision of her work and translate it into an actionable strategy.  These are key leadership skills that Mia lacked.  However, Mia's leader, nor anyone else, ever gave her that feedback.  Additionally, her leader did not give Mia "the last ten percent," which was that her peers felt as though she was too quick to take the credit for work that was executed as a team.    Instead of providing her with this crucial feedback, her manager hired and promoted others over her as a work around to her shortcomings in performance.  Mia believed she was a top performer and had built solid relationships. She was confused by her perceptions of herself and the actions of her leader.  Had Mia been led by a truth teller earlier in her career, her trajectory may have been different and the company would have benefitted.  

Truth telling is an investment we make in relationships -- whether personal or professional.  It takes a lot of time and thought, and sometimes, courage.  However, there is probably not another investment of time that pays a greater dividend when done well.   Most people desire to perform and achieve results.  Most people want to preserve important relationships.  Truth telling helps people perform better and often strengthens relationships.  Likely, you will find that people thank you for telling the truth, even when they don't like it.  

Real truth tellers are rare, but so valuable in our lives.  What truth do you need to tell today?  What truth do you need hear?