Creating a Culture of Commitment, Part 2
- What do we believe to be true?
- What’s important to us?
- Why do we exist?
- What makes us distinct?
- What do we want to achieve in 15, 20 or 25 years?
- What do we want to become in 5, 10, 15 years?
In a previous post I wrote that these are the 6 questions every organization needs to answer to assure long-term effectiveness. But it’s not just having answers, its making the answers a visible reality in the culture of an organization that makes a difference.
When the answers become a “visible reality” the organization’s members, be it staff, volunteers or donors, begin to believe in and become committed to the organization’s health and success.
Why does this happen? Linda Hill and Kent Lineback tells us in their new book Being the Boss – The 3 Imperatives for Becoming a Great Leader.
“People relate to worthwhile purposes and goals. Most of us want to feel a part of something larger and more important than ourselves. When workers were asked how important it was that their lives be meaningful, 83 percent said ‘very important’ and another 15 percent said ‘fairly important’. That’s an astounding 98 percent to whom it was at least ‘important’. Is it important to you and those who work for you? Most likely, it is.
The same survey revealed that less than half of all employees in every industry studied felt strongly connected to their company’s purpose. Most organizations – whether a small group or a large company – are missing a great opportunity by not focusing more on why they do what they do and why they matter to the world.”
Has your organization answered these 6 questions and made them a visible reality in your organization? Can you verify it by commitment of your staff, volunteers and donors? If you can answer yes to both questions your organization is on its way to long-term health and effectiveness.
To see SpringHill’s answers to the 6 Key Questions click here.