Obtaining commitment through participation
How can you get the people of your organization to commit themselves and show a sense of initiative? By creating the conditions that enable them to participate in the company strategy.
In their 1996 book “The Balanced Scorecard,” Robert Kaplan and David Norton sounded the alarm when they noted that only 10 percent of stated business strategies are actually implemented. The problem is not that these strategies are rejected as unfeasible or unreasonable, but rather that the organization is not able to rally people sufficiently to implement them.
What many companies lack is truly committed employees, that is, people who feel personally responsible for contributing to the success of the company strategy, implementing necessary changes, and ensuring that the business operates efficiently from day to day.
To restore this mindset—frequently observed in startups—there is no-thing like getting people to participate in developing the decisions that they will be asked to implement. The publications that we have analyzed propose three steps to build this type of commitment:
– Provide the entire organization with a complete vision of the company’s opportunities and challenges. Use simple terms, but without masking the complexity of the situation.
– Do not furnish ready-made answers to the challenges ahead, but allow people to search for solutions and draw their own conclusions.
– Create an environment that encourages initiative by allowing people to experiment and take risks.
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See also
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