Commitment vs. Compliance

Why do the people who work for you—everything from launching a?strategy or running a promotion to giving constructive feedback—do what they do? Is it because they want to or because they have to? Do you know the difference? Do they know the difference?? Can you feel the implication on morale? Which scenario is likely to produce better results??

Commitment:?

• Want to (attitude).?
• Dedication (to cause).?
• Engaged (emotionally).?
• Determination (when obstacles arise).?
• Trust (in mission/leader).?

Compliance:?

• Have to (attitude).?
• Separation (from cause).?
• Disconnected (emotionally).
• Hesitation (when obstacles arise).?
• Doubt (in mission/leader).

If they are compliant—why?? Is it because they don’t understand or trust your direction but have to follow it or risk the consequences (like losing their job, preferential treatment, or losing your trust)??

To survive compliance, employees separate emotionally from their work. They rationalize, “I don’t like it, but I have to do? it.” You’ve probably seen or experienced this in a meeting when a directive is laid out and some brave soul questions or pushes back. You reinforce your stance and the brave soul sucks it up, crosses his arms, and says, “Fine.” You ask, “Are you sure?” And?he responds, “I said I’m good with it.” But his body language tells a? different story: “I’ll do it if I have to—but I don’t want to.”?

The seeds of hesitation and doubt have been planted. You’ll have your employees’ mental, physical and financial commitment.? They’ll show up to work, do their job, and collect their paycheck.? But you don’t have their emotional commitment.??

Compliance lacks emotional commitment. So how do you make the shift away from mere compliance toward commitment?

Commitment is when your people are completing tasks and following requests because they want to. They believe, trust, and respect you. They are dedicated to the cause, and when obstacles occur they do what it takes to create solutions and accomplish the mission.?

This is the discretionary performance you need and it only comes with emotional commitment. There will be times you need employees to execute ideas to improve the company as a whole, even if they don’t personally agree or even understand the bigger picture. That kind of performance is only possible when you have?their hearts and minds.??

Here, you can use asking vs. telling in order to gauge the level of commitment. Don’t be afraid to be direct. “Compliance or commitment—which do I have from you on this project or initiative?”??

If they respond, “Compliance,” ask, “What would it take to get your commitment?”??

Effective leaders know the value of commitment over compliance and know how to get it. People prefer to be consulted rather than directed, so effective leaders know that with collaboration comes increased commitment. What your people collaborate on is?what they will buy-in on.