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Read e-book The Passionate Organization: Igniting the Fire of Employee Commitment

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Leaders live values-based leadership by finding every opportunity to build a high-trust environment. Here are a few ways that leaders can help build an environment where community can take form, thrive and grow.


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Leaders who see the value of an internal community of loyal fans understand their role and responsibility in helping that community thrive. They make a great place to work and they let employees help define what that is. They establish systems that protect and manage the environment so that folks can work without worrying.

Alex Sheen

Leaders model and reward high-trust behaviors that bring out the best in others. They admit their own mistakes, speak with care, and share information because they value and respect the people who work with them. Even more they plan and provide opportunities every one in the community to grow, knowing that growing community members mean a growing community that thrives. Be a leader and a fan yourself. No one expects perfection… so showing you can transcend imperfection will attract followers.

3 Ways Leaders Demonstrate Commitment and Intentionally Build Community

Ivan, You are right on the money. Being forthright about information of all kinds is critical to building trust. Thanks for bringing that up. I bet all have a story or two on the subject. Back in my IBM days you could tell the culture of any major account by how the employees treated customers, vendors and fellow employees. Seller Inventory n. James R.

Gaining Commitment From Employees in the Workplace

Publisher: Amacom , This specific ISBN edition is currently not available. View all copies of this ISBN edition:. Synopsis About this title A company that doesn't have "passion" leaders and staff who care about what they do will never achieve its full potential. Buy New Learn more about this copy. About AbeBooks. Other Popular Editions of the Same Title. Search for all books with this author and title.

A leader has to peel off the old paint and get to that desire to engage that has been unwittingly covered over. We have to uncover the desire to engage.

3 Ways Leaders Demonstrate Commitment and Intentionally Build Community

The desire to learn. The desire to connect. The tendency is to be instructing. We do need to instruct but it needs to be part of a larger, coherent story that people can feel a part of. We are wired to engage. Our task as leaders is to uncover what is already there. Asking for help makes most of us uncomfortable and we often go to great lengths to avoid doing it. We fear rejection. We fear that people we think less of us. But the truth is we need the help and support of others to succeed. To be sure, leadership is fundamentally about asking people for help.

Making matters worse, our intuitions about what should make others more likely to help are often dead wrong; our fumbling, apologetic ways of asking for assistance generally make people feel far less likely to want to help. We hate imposing on people and then inadvertently, we make them feel imposed upon.

But for some reason, we forget that when it is our turn to ask for help. Research shows that people actually like us more when they have been able to help us.


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It makes them feel good too—unless they feel compelled to help. In-Group Reinforcement. Those members of our group are the most likely to help us. The Positive Identity Reinforcement. Most people like to think of themselves as helpful because it is part of what it means to be a good person. We reinforce that with gratitude and appealing to the things that matter to them. They need not bother.

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The Effectiveness Reinforcement. People want what they do to make an impact—to have meaning. If we feel we are not making an impact, we are likely to lose motivation. People need to clearly understand the impact of their helping. Research shows that when people are unable to get any kind of feedback about how well they are doing on a task, they quickly become disengaged from it. Be clear up-front about what you want done and the impact it will have. And be sure to follow-up. Let them know how things turned out. Reinforcements is written in an engaging way and is full of solid research to support the approach needed to get the help we need to succeed.

It is practical advice for anyone asking for help in a way that will leave both parties feeling good about the relationship. What you need to do, says Kevin Kelly is find an ordinary idea and implement that idea with xceptional execution.

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You can start with what you have from where you are. We are predisposed to accept it. And so we let our ideas die. The combination of fear and knowledge is all too often lethal to our best ideas. Kevin Kelly writes in DO! Execution helps to work through fear and build confidence. Knowledge will always give you enough reasons not to act. Execution is taking the next step in spite of that knowledge.

Kelly says execution rests on two pillars: Awareness Self and Attention Others. Part of awareness is being able to receive negative feedback, learn from it and apply it in a way that you grow. Anyone you come into contact with is a potential teacher. Who we are is obvious to others—our co-workers and customers. The other pillar is attention. Kelly talks to nine xceptionalists to understand their story—how they did what they did and how they executed in spite of the ups and downs. Throughout these examples will find mindsets and actions that resonate with your own situation.

Even though we are committed to our plans we find that the end result bears little resemblance to our best intentions. Somehow we get sidetracked. We face internal pressures, relational pressures, and external pressures to take us off course. These pressures keep us from being consistent with our self-image as capable, competent, and honest individuals. In Sidetracked , Francesca Gino has highlighted nine reasons we get sidetracked—why our decisions get derailed—and provides solutions to avoid them.