Business Commitment: It Must Be Leveraged By The Organization
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Commitment: It Must Be Leveraged By The Organization
I would define the word commitment as, “that state of being, which compulsively drives people emotionally and or intellectually - often bordering on unreasonableness - to a course of specific action.”
By: Roger Ingbretsen
I would define the word commitment as, “that state of being, which compulsively drives people emotionally and or intellectually - often bordering on unreasonableness - to a course of specific action.”
By: Roger Ingbretsen
Used in this manner, the word commitment becomes the binding glue, the driving force, which blends solid leadership and teamwork into the dynamic cultural change required to win in the new economy.
Without commitment, leadership and team skills become something learned, but not applied to their full potential. I further believe commitment is at the very core of any extraordinary accomplishment. It is the pivotal point upon which greatness in any organization is formed. Commitment is the stuff winners are made of. It is the driving force, which propels people and organizations to go beyond themselves. True commitment can be very difficult because it can often involve making hard decisions and taking the risk of “doing the right thing.”
It has been said, “Give me one committed person and I’ll beat one hundred who are only interested.” This must be extended to; give me teams of committed people and I’ll beat thousands of interested people. The word “commitment” put to use, fuels excitement. Excited people most often make things happen. Excited, committed and focused teams of people can be the very essence of success in an organization and in a project team.
Commitment is that attitude which if employed in an orchestrated strategy, with highly capable well-trained people, and led by obsessive visionaries (leaders), can be the power, which assures success in almost any venture. To be most effective, commitment should start at the top. In his book Firing On All Cylinders, author Jim Clemmer states, “It’s not enough for senior executive team members to be “committed” to service/quality improvement; they must be visibly seen to be obsessed with this as their top priority.”
If the leadership is not committed, how can you expect others to be committed? If a coach is not committed to developing a winning team, how successful do you think the team is going to be? There are rare exceptions when a group of people will rise to the occasion and do extraordinary things in spite of the absence of leadership at the top. This is not to say that no one in any work related follower role should use the absence of commitment at the top, to be an excuse for not being committed themselves. If the individual team members are not committed to being coached and taking the responsibility for their own development and the accomplishment of the mission, do you think the team will succeed?
All too often people blame others for their own lack of commitment. This could be true; however, we must not let someone else’s lack of commitment be the reason we don’t act in a responsible manner. I believe it is inappropriate to let others prevent our individual pursuit of excellence from happening. Granted, real meaningful change in any organization usually occurs only when there is commitment at all levels. However, sometimes it takes the leadership within lower levels of an organization to be the spark that ignites the higher echelon. The point is, we all can’t sit around waiting for a cultural revolution or idea to start within an organization. “Work like you own the company” no matter what job you have within the organization or team. Do what it takes to help your team win. Get the entrepreneurial juices flowing within your project team or area of responsibility. If you are not in a formal leadership position, still work like you own the company. By doing this, you will probably find yourself quickly rising as the natural leader within your work area.
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Without commitment, leadership and team skills become something learned, but not applied to their full potential. I further believe commitment is at the very core of any extraordinary accomplishment. It is the pivotal point upon which greatness in any organization is formed. Commitment is the stuff winners are made of. It is the driving force, which propels people and organizations to go beyond themselves. True commitment can be very difficult because it can often involve making hard decisions and taking the risk of “doing the right thing.”
It has been said, “Give me one committed person and I’ll beat one hundred who are only interested.” This must be extended to; give me teams of committed people and I’ll beat thousands of interested people. The word “commitment” put to use, fuels excitement. Excited people most often make things happen. Excited, committed and focused teams of people can be the very essence of success in an organization and in a project team.
Commitment is that attitude which if employed in an orchestrated strategy, with highly capable well-trained people, and led by obsessive visionaries (leaders), can be the power, which assures success in almost any venture. To be most effective, commitment should start at the top. In his book Firing On All Cylinders, author Jim Clemmer states, “It’s not enough for senior executive team members to be “committed” to service/quality improvement; they must be visibly seen to be obsessed with this as their top priority.”
If the leadership is not committed, how can you expect others to be committed? If a coach is not committed to developing a winning team, how successful do you think the team is going to be? There are rare exceptions when a group of people will rise to the occasion and do extraordinary things in spite of the absence of leadership at the top. This is not to say that no one in any work related follower role should use the absence of commitment at the top, to be an excuse for not being committed themselves. If the individual team members are not committed to being coached and taking the responsibility for their own development and the accomplishment of the mission, do you think the team will succeed?
All too often people blame others for their own lack of commitment. This could be true; however, we must not let someone else’s lack of commitment be the reason we don’t act in a responsible manner. I believe it is inappropriate to let others prevent our individual pursuit of excellence from happening. Granted, real meaningful change in any organization usually occurs only when there is commitment at all levels. However, sometimes it takes the leadership within lower levels of an organization to be the spark that ignites the higher echelon. The point is, we all can’t sit around waiting for a cultural revolution or idea to start within an organization. “Work like you own the company” no matter what job you have within the organization or team. Do what it takes to help your team win. Get the entrepreneurial juices flowing within your project team or area of responsibility. If you are not in a formal leadership position, still work like you own the company. By doing this, you will probably find yourself quickly rising as the natural leader within your work area.
Page 2
About Ingbretsen Consulting LLC: Coach and author Roger Ingbretsen is a certified executive coach and organizational developer providing organizational and career guidance to professionals, managers, supervisors and all individuals looking for "real world" career development information. His entrepreneurial approach will help you learn how to use your strengths, plan, lead and succeed in your career. To know more and claim dozens of Rogers free articles go to www.ingbretsen.com.
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