As I prepare for our next "Best Year Yet" Planning session, I came across some reading and have highlighted some points worth sharing. Commitment in a team is about making definite decisions regarding a specific course of action and obtaining the complete buy in of all members to move forward. In other words, gaining the team members’ “commitment” to move forward. This isn’t as easy as it sounds.
In the book, the Five Dysfunctions of a Team, lack of commitment is the third dysfunction. According to author, Patrick Lencioni, “the two greatest causes of the lack of commitment are the desire for consensus and the need for certainty.”
Consensus
Great teams understand the importance of letting everyone on the team voice their opinions. When someone harbors doubts about a decision and doesn’t have a chance to voice his or her concerns, it may seem as though the team has reached agreement, but in reality, those who have not been heard may be unwilling to support the decision made. It’s important to understand that reasonable human beings do not need to get their own way in order to support a decision, but their opinions must be heard and considered. Only then can you ask everyone to align with and commit to a course of action.
Certainty
You’ve heard of the old saying, paralysis by analysis? Dysfunctional teams may try to hedge their bets, waiting until they have enough information to feel certain they are making the right decision. Teams that over analyze may feel they are working hard at the problem, but if a course of action isn’t decided upon, the team is not going to reach a level of commitment to solve the problem.
Ironically, in most cases, all the information a team needs to make a decision is in the hearts and minds of its members. It is only through constructive, open debate where all team members are encouraged to offer their opinions and perspectives that the team can commit to a decision – knowing they have tapped into the wisdom of the entire group.
Tools To Promote Commitment
1. Let it be known that any decision is better than no decision. If a selected course of action proves to be in error, a good leader quickly cuts his or her losses and corrects the course of action without pointing fingers or placing blame. In this way, the team builds a level of trust and confidence in their decision making and commits to take action far more quickly than those teams who are fearful of the repercussions of making the wrong decision.
2. Spend the last few minutes of a team meeting reviewing the decisions made and agreeing on what needs to be communicated to others in the organization. During this exercise team members often find they aren’t on the same page about what they have agreed upon. It’s worth the extra time to clarify specific outcomes before moving ahead.
3. Agree upon a deadline by which decisions must be made. Deadlines for intermediate decisions and milestones are just as important as final deadlines because they allow the team to identify and address any misalignments before it’s too late.
4. Play worst-case scenario. Discussing contingencies and spelling out the worst-case scenario can reduce the fear associated with making an important decision.
A team that establishes a high level of trust, a willingness to constructively and sensitively address conflict, and seeks to reach commitment, is well on its way to eliminating dysfunction.
For more information on team-building and Best Year Yet programs, email donna.king@bestyearyet.com
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