No one ever wants to be considered a drip. But sometimes being a drip is the best way to lead. My friend and mentor Jerry Martin use to tell me that when I wanted to move others to a new place I had to drip on them. You see just as a slow drip of water, overtime, can wear away rock, simple and gentle persuasion can move people farther along a desired path than being hammered by our position, power or authority. This is because when we drip, we allow people the opportunity to see, understand and then embrace change instead of having changed beaten into them. And whenever people embrace change, they own it. And owning it people move from simple compliance to serious commitment. And serious commitment is the key ingredient in any organization that intends to do remarkable and impactful work. Now admittedly there are times when we need to hammer, especially when safety, significant loss or when there’s clear moral and ethical failure. Most often in these situations there is very little time to drip, decisive leadership’s needed. But, in a leader’s work, these moments are the exception not the norm. And if a leader uses the dripping of gentile persuasion as their primary way to lead, when the moment calls for decisive action they’ve created the credibility and trust needed to move people with commitment and speed. Learning to lead through dripping is also critical to leading those who do not report to you or in whom you have no positional or organizational authority. Effective leaders must learn to persuade and move others who are not required to move. So at SpringHill, we want to be drips, which mean we want to lead through persuasion and influence, so that people move from compliance to commitment, and move our organizations from average to remarkable.Advertisements
“Winning the right to be heard” is another maxim I learned in my years as a volunteer Young Life leader. It simply meant, as leaders, we worked to have students granted us the opportunity to share the Gospel with them. We’d do this first by going to where they were at (physically, emotionally, socially) and building authentic, caring relationships with them. As a Young Life leader I found this maxim to be true, students were significantly more interested in what I had to say only after I demonstrated that I cared for them first.
Stephen Covey, in his classic book Seven Habits of Highly Effective People, identifies this “win the right to be heard” concept as 5th of his seven habits. He called it “Seek first to understand, then to be understood.” Covey articulates this fundamental truth about human nature – people care about what others have to say only after believing others care for first. And what better way to demonstrate care for another person than to understand their perspective before trying to convince them to move to a different position.
As a leader in a non-profit organization, I’ve found that winning the right to be heard is absolutely the most effective way to move others to a new place. Why? Because non-profits have many constituent groups (including staff, donors, board, volunteers) to whom I lead and, at some level, I also work for and am accountable to. This means I can’t rely solely on my “positional” authority to move people in a new direction. And, more importantly, if I’m after commitment not compliance, then I’m compelled to seek first to understand before I’m understood, because people become committed when they know they’ve been heard.
And this principle is at the center of leadership at SpringHill – to go where we believe God’s called us to go, to be the kind of organization He’s called us to be – we need to earn people’s commitment to our mission and vision, we need their hearts, minds and resources to be with us. And to gain that level of trust, people need to sense first that we know, hear and care for them first as people.43.928283-85.286682
Any successful venture requires more than the people involved to be compliant, it demands their deep commitment. Why? Because there’s a significantly different impact these two groups of people have on an organization. For example:
- Do the minimally acceptable level of work.
- Just get by.
- Always ask first – what’s in it for me?
- Resist change because change is hard.
- Stagnate and quit growing.
Compared to committed people who:
- Do what is beneficial and necessary even if it means going beyond the job’s minimal requirements.
- Go over and beyond the call of duty.
- Always ask first – what’s best for the team?
- Initiate change because change is necessary.
- Are always learning, growing and developing.
Compliant people make for minimally acceptable organizations that just get by.
Organizations full of committed people do extraordinary work that positively impacts the lives of people and the world. They’re organizations that others emulated and where the best people want to work. Because of this, these organizations create what I call mission momentum, where they’re growing exponentially in their impact as well as in their reach.
So what are the keys to creating a team of highly committed people? Assuring the following four elements are a reality:
- Clarity of mission, vision, and values (answers to the 6 key questions)
- Integrity between the articulated mission, vision and values and the organizations actual behavior
- Transparency of information, roles, responsibilities, performance, and accountability
- And when these three elements are a reality in an organization they lead to high trust. And high trust is the foundation a high commitment culture.
So, as leaders, never settle for simple compliance. Do the hard work of gaining commitment of the people you lead. The payback will be great for you and your team.43.928283-85.286682