Imagine you are a leader. How can you engage your people to achieve success? One approach is to reach them on three levels – the philosophical, psychological and physical. This sounds complicated, but it is relatively straightforward. It also works. Let’s explore how to make this happen.
1) You can engage people on the philosophical level.
Start by outlining the philosophical reasons for pursuing the chosen strategy. Communicate a compelling story and strategy. Make this believable by showing the specific milestones along the road to success. Treat people like adults and give them the full picture. Outline the various options the organisation could pursue – including the pluses and minuses of each route. Then explain the reasons for pursuing your chosen strategy.
The story should be compelling. But remember it is not your job to ‘persuade’ people to join. You have given the big picture and the reasons for pursuing the strategy. Other people may or may not agree, but that is their choice. If they do not want to climb the mountain, you will find people who want to opt-in. So why give the big picture? People need context. This provides a framework and can give greater meaning to their work. People can also explain the wider purpose to others who join the organisation.
You will, of course, explain the chosen strategy in an ‘adult-to-adult’ way. How to make this happen? After giving the big picture and explaining the possible options, one approach is to outline the organisation’s story. You can do this by explaining the ‘what, why, how, who and when’. The following illustrations provide a framework you can use for communicating story.
A few words about this final illustration: translate your overall plan into a specific road map. Start from the destination and work backwards. Give the dates by which certain outcomes must be achieved. You can also bring the plan to life by giving quotes you would like to hear different people – the key sponsors, customers and colleagues – saying along the way. Write the actual words you want to hear people saying. Producing such a road map makes the strategy more believable. People can then focus on how they want to contribute towards achieving the picture of success.
2) You can engage people on the psychological level.
This is a vital step, but one that is often missed when communicating a strategy. People must choose to opt-in on a psychological level. The key is to say: “Here is the strategy. It is up to you whether you want to pick up the baton. If so, get back to us to show how you want to contribute to achieving the picture of success.” You can ask people in an ‘adult-adult’ way:
* Do you see the reasons for pursuing this strategy? We are not necessarily asking whether you agree with it – though we are, of course, open to suggestions for additions to the strategy. We just want to know if you see the reasons for pursuing this route.
* Do you want to be part of making it happen? This may sound like a pointless question, because the ‘politically correct’ answer is, of course, ‘Yes’. We all know, however, that committing to a strategy means translating it into real action – which is what each of us will be judged by in the future. So it is best to say now whether you want to contribute or not. If so, great. If not, we will work out the best solution for everybody.
* If you do want to be part of making the strategy happen, we would like you to get back to us with four things:
a) The specific physical things you would like to do to contribute towards achieving the picture of success.
b) The benefits of delivering these results. For example, how they would contribute to achieving the picture of success.
c) The support you would like to make these things happen.
d) The measures by which you are prepared to be judged. For example, the specific results you will deliver that will contribute to the picture of success.
Sounds tough? Perhaps, but it is vital for people to take psychological ownership for contributing towards achieving the goals.
The key is to ‘place the baton between yourself and your people’. It is then up to each team – and each individual – to decide whether they want to pick it up. They can get back to you with their suggested contribution.
It is not: a) To keep ramming the baton down people’s throats; b) To keep trying to persuade them they should carry it; c) To assume that, by them sitting silently and listening, they are automatically going to pick it up.
You have shared the strategy and given the philosophical reasons. It is now up to people to choose whether they want to psychologically opt-in to making it happen. Providing you have given people a clear framework and timetable by which they need to respond, you will find that many teams – and individuals – get back with their specific suggestions. You can then make clear contracts about their contribution to the picture of success.
Here is a framework they can use for getting back to you. First, invite them to fill in the first part – their suggested contribution. Second, meet with each team – or individual – to discuss the ideas and make clear contracts. Third, invite them to then get back to you with the final part of the exercise The Agreed Contribution To The Picture of Success.
3) You can engage people on the physical level.
People need to translate the words into action. This normally involves doing something physical – rather than just talking – to achieve the picture of success. This could mean, for example, taking specific steps to improve the organisation’s profits, product quality – including customer satisfaction – and people development. Such physical actions complete the circle. People understand the story on a philosophical level and have opted-in on a psychological level. They are now translating it into action on a physical level. This brings the philosophy to life and takes the organisation along the road to achieving success.
You can follow-up by holding quarterly meetings with each team or, if appropriate, with each individual. Start the session by giving an update about the organisation’s progress towards achieving the goals. Then ask each team – or person – to present on the following themes.
People can share their achievements. They can also get help with other challenges on the road towards reaching their goals.
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“Looking at my own company, I think we tried to communicate the philosophy,” said one Managing Director. “Unfortunately we then jumped straight to the physical part, criticising people because they did not behave in the way we expected.”
“We did not get the psychological buy-in. People nodded and we assumed they had ‘got it’. But they saw it as another tick-box exercise, so it didn’t work. Next time we need to ‘put the baton’ out there and see who picks it up. Otherwise we will perpetuate the ‘cop culture’. Certainly we must communicate what isn’t up for debate. We need people to take initiatives, however, and make clear contracts about their contribution to the business.”
Imagine you are a leader. How can you reach your people on the three levels? Try completing the following exercise.
The specific things I can do to engage people on the
philosophical, psychological and physical levels are:
*
*
*
You will, of course, pursue this path in your own way. Taking these steps will increase the organisation’s chance of guiding its people to success.
