Teams of Integrity: Commitment
Commitment is the ability to defy a lack of consensus and support a decision specifically when members of a team don’t naturally agree. It is a rare team, indeed, who is willing to behave in this extraordinary way. It means that when they walk out of a meeting where they have agreed to support a specific decision, there is no hallway conversation taking place. No one is angry and mumbling under their breath. Each person knows what they have committed to and understands completely what they need to do next.
How does this happen?
First of all, the team has achieved a level of transparency around the strategy or goal that has been established. There is no uncertainty around ANY aspect of the situation. No one is making an assumption around what is to be done and there is nothing vague about the direction that has been established. With Teams of Integrity, this is done by the continuous asking of questions until everything has been said. The team knows that all points of view have been explored from every direction.
The second thing that Teams of Integrity do to obtain commitment is create alignment and acceptance. This is a difficult challenge because what we are aiming for is the achievement of honest emotional support. When clarity has been achieved, the team will have the conviction necessary to adopt a decision and set aside their initial thoughts and opinions.
We are relying upon the foundations of building a robust team in order to attain this level of alignment. Trust, a strong ability to communicate in crucial situations, and a common purpose are required to get to this point. Commitment cannot occur if people are unclear about exactly what is being committed to.
Have you been in any situation where people have left a meeting with a different understanding of what has been decided? What happens? I worked with a company where decisions were often announced and you could hear the outcry that took place across the entire campus. In order to avoid this type of repercussion, it is important to identify any discrepancies in team member’s understanding BEFORE a decision is announced. The leader must call the question: “What have we agreed to here?” and continue the discussion as necessary.
In addition, the leader must demand that the team go back and communicate the decision to staff members within twenty-four hours – in person. This requires each member of the team to have the ability to speak to the decisions that have been made with clarity and in a supportive manner.
Georgia Feiste, owner of Collaborative Transitions Coaching, Inc., located in Lincoln, NE, is a personal growth coach, writer, and workshop facilitator. She is also a Usui Reiki Master. Georgia specializes in career, business and personal life transitions for people seeking change in their life. She is uniquely skilled in providing support and encouragement as her clients set intentional goals to attain their desires, holding open the space they need to stretch and grow. Her passion is success grounded in purpose and passion, standards of integrity and priorities in life. Her websites are http://www.collaborativetransitions.com, where you can find her blogs about business and career, http://www.rainbowbridgecoach.com , where she and many other coaches blog about mind, body, spirit and emotion, and http://www.georgiafeiste.com where you can catch her thoughts on a wide variety of topics. Georgia can be reached at (402) 304-1902 or you can schedule a 30 minute consultation via Automated Appointment.