How to Gain Employee Buy-in, Commitment and Motivation

Ah, Autumn!  In the northern hemisphere we have to acknowledge shorter daylight hours and cooler weather; those living in the southern hemisphere might be feeling renewal with their warm weather months approaching.  But in all of those places, it is a time of change and commitment to what is coming. Committing to what is ahead in business is essential as well.

Our annual global leadership survey found that a key concern for managers is grappling with gaining employee buy-in.  With employee engagement perilously low across industries, this is a major problem.  Unengaged employees are less productive or effective.  Workplaces are also more culturally and generationally diverse today and often implode with intricate interpersonal difficulties that block progress. A manager that adeptly achieves team buy-in in spite of these potential roadblocks will become a priceless leader in the eyes of any organization.

What does Buy-in mean?

Buy-in is a precious product of trust in a business relationship. If employees believe that their leader has integrity, then they will begin to buy-in to (commit to or own) their way of working together.  A leader becomes respected and is viewed as ethical and honest when the leader:

• respects the team, and develops positive working relationships with all employees
• listens to and seeks employee input and views on team issues
• communicates positively about team concerns on a regular basis
• deals with conflict or mistakes constructively and openly
• creates team goals and plans collaboratively
• problem solves issues by including the team appropriately
• coaches each person on an individual basis so each person knows how he or she is doing at all times
• challenges the team by setting high standards for performance while providing every opportunity for ongoing training and education
• handles performance issues fairly and in a timely framework 
• recognizes, rewards and encourages the team effectively and gives the team credit for progress and accomplishments
• focuses on continuous improvement through teamwork
• adds creative communication using the latest technological or social tools 
• demonstrates genuine passion for the team and its work
• models these behaviors through leading by example

As a result, the team wholeheartedly commits to the vision, values, goals, processes and plans of the leader. Why?  When it is ingrained they become advocates for and an integral part of all of it. So they go the extra mile, share their input freely and work as a team to reach and exceed all challenges.

Buy-in is not a cute phrase or consultant speak. It's like a cause or movement, that transcends  individual needs and issues. The employees become more than motivated. Their buy-in formulates into an inspired mental bond that synergizes the working relationship between people on the team. This leads to sustainable excellent performance, superior to those teams without it.

A Manager's Opportunity to Make a Difference

Few managers facilitate this kind of buy-in. Some never do because they don't care. It's all about them and not the success of the team, which leads to a combative environment. Others falter because they are lazy which usually derails into chaos. Most don't because they haven't learned how to yet. They really want it to happen, but their efforts are inconsistent.

For those managers willing to act there is hope. For example, a construction company we partnered with needed to improve employee engagement. There was significant contention between managers and employees which resulted in lower productivity. Through a series of training sessions called, Excellence in Management, working relationships began to improve. Follow-up coaching, action planning and communication meetings were implemented. Using many of the above behaviors the management team as a whole changed, and the next employee engagement survey averaged a 12 point improvement.

Commitment, buy-in, is the outcome of the above. The truth is that it takes hard-work, diligence and persistence. The greatest impact on an employee's performance is the direct supervisor. The possible payoff is extraordinary employee engagement and achievement at the highest level.

P.S. In its studies, Gallup has found highly engaged employees impact nine key bottom line results: 

• 37% lower absenteeism
• 25% lower turnover (in high-turnover organizations)
• 65% lower turnover (in low-turnover organizations)
• 28% less shrinkage
• 48% fewer safety incidents
• 41% fewer patient safety incidents
• 41% fewer quality incidents (defects)
• 10% higher customer metrics
• 21% higher productivity
• 22% higher profitability

What honest leader wouldn't want these gains?

Want to accelerate your management career?  Enroll in this one of a kind complimentary Excellence in Management training for managers.

For employees, see this self-development video: 7 Habits of Highly Effective Employees.

Rick and his business partner Doug published these approaches in their book, Superstar Leadership. They created the Superstar Leadership Model as a way to remember and apply the principles.

Rick Conlow International is an eBusiness consulting, and training company that coaches leaders to achieve record-breaking performances in sales growth, customer experience improvement, employee engagement and leadership effectiveness. In this business, Rick serves managers worldwide online through educational and coaching services designed to accelerate their careers and teams' success.

 If you liked this post, please share it and also hit the "follow" button at the top of the page. Here are a few other posts you may find helpful. The best of success to you!  THANK YOU!

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• 7 Success Habits of the 21st Century Employee 
• 5 Steps to ACE Your Next Performance Review
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• How to Get Feedback When You Are the Leader

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