If you want more commitment, you go first · The sales blog


Statistics on employee engagement are not good. They often show that a large part of the workforce is actively disengaged and that many of them passively search for a new opportunity. Much of what people write about employee engagement rests with the employee, an unfair evaluation, even if we consider negative social media filter bubbles and meaning growing generalization of nihilism in our postmodern culture. But the lack of commitment is to blame elsewhere, with someone else. If you are a leader, it is your responsibility to create a culture that strengthens and maintains commitment.

The truth about the commitment

This is the level of your commitment that determines the level of commitment of the people entrusted to you. If you are not engaged, your people will not be engaged. More directly, if you do not get deeply involved in your work and your team, they will not engage with you or their work. In all areas of leadership, the general rule to follow at all times, now and forever, is this: you start.

If you want to increase the commitment of your team, start by increasing it. There will always be more work than you can do in a day or a week, which means that engagement is a matter of priorities. Of all the resources available to you as a leader, none is more important than your people. How could something be more important than getting your employees involved in their work?

At some point, benign neglect can turn into something closer to malevolence.

Your passion is theirs

If your company is not passionate and passionate about you, you can not expect your employees to do anything other than follow your example. As a leader, you can have a day off, but you can not have one. You are always the leader and always the norm. Your people will turn to you to decide what is good and right and true.

If you are not passionate about the business – and especially your industry – the people who rely on you to guide you will follow you. If you make negative statements, complain or denigrate your business, you are the main source of your people's negative beliefs and disengagement. If you disengage, your people will follow your example. Alternatively, if you are passionate about your company, your goals and your customers, you instill these beliefs in your employees. Your passion will infect them with the same.

If you want a passionate commitment, show people what it looks like.

Committed to better

Why do not your people read books? Why do not they take classes? Why do not they grow up? I do not know why we allow ourselves to believe that we know everything we need to know and do everything in our power to achieve the desired results. I know that no human being has reached its full potential and that this might not even be possible.

If you are not working to improve yourself, you are not offering your staff any personal and professional development model. The more you grow, the more you will force your people to grow with you, waiting for more of you, and in doing so, you expect more from your people (and as a corollary, you expect more "for" them).

Look at all the results you are responsible for creating and you will find, for sure, something that you can improve. Before they can get a better result, they may need to grow. If you want people to do more, you must first help them to become something more. In order for your staff to become something more than today, you may have to become more and become a model for the growth you want for your team.

Your people will be engaged in growth only if you take this path and take it with you.

Creativity and resourcefulness

If you do not actively use your creativity and resourcefulness to solve difficult problems, your team will not exercise their creativity and imagination to solve theirs. Self-help and initiative are rarely separated from each other. The initiative is what allows to take action without being invited. Ingenuity is what is needed to solve difficult problems. For a leader, it is an area where commitment is essential and essential to produce results.

Much of the success comes from solving problems and solving daily work challenges, as well as more complex systemic issues that require more time, effort and lateral thinking. Human beings are able to accomplish things beyond what they imagine – unless you lead them by improving things.

To get the best engagement from your team, you need to unleash their ingenuity and initiative. These two behaviors will tell you a lot about their commitment.

Resilience in the face of challenges

If you are not positive and resilient, the people who are counting on you for leadership will think that things are worse than they are. When there is no vision of a better future, the commitment dies. As Napoleon said, "leaders are resellers of hope".

Some people believe that no matter how bad things get, they can always get worse (this is not the most useful belief system for a leader). If you do not believe that you can look at reality, you give the permission your people need to disengage – and perhaps disperse.

Instead of all being lost, you must engage in the construction of the following. You determine what will be the future and you share the vision, the mission and the urgency. You define failures as the setbacks they represent, changing your approach to your success. You represent a temporary setback and something that your team will overcome. If you do not believe with all your heart that a future is not only possible, but inevitable, no one on your team will believe it either.

If you want a higher level of engagement, increase your commitment. If you want a culture that insists on commitment, make this level of commitment a standard and set everyone's responsibility up for the defense of culture.


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