You cannot influence people to buy-in to your change or vision if you cannot influence them to buy into you first.
When developing a highly effective leadership culture, the first thing we must accomplish if the buy-in of our team. Not the buy-in of the change of culture, but the buy-in of ourselves. We need to ensure that the team buy-in to us as their leader.
1. Changing Culture
The only way the team will buy-in to you is if you increase your influence with them in a positive way. This is why leadership development is so important in the very beginning because without it, there is no way you are going to generate any buy-in from your team.
You cannot force people to buy-in to you, you can only influence them to buy-in.
If you don’t have a positive influence with your team, then the team will resist you. Disappointment within the team will rise and eventually you as the leader will become disappointed.
Resistance from your team leads to them becoming disengaged, and when that happens you can guarantee that there will be no buy-in. The team will only do what they need to do to get the job done, which isn’t a good position to be in.
Your team will show up for work, but they will not want to be there, and they won’t be as productive as possible. When people don’t want to be at their work, they will give just the bare minimum to get to the end of the day and get paid at the end of the month.
When people are disengaged like this just to get paid, they will not care about your vision for a change in culture, or your mission for the future. It is impossible to be engaged and disengaged at the same time. Disengagement is basically a person resisting what is being put forward or put on to them.
The number of organisations throughout the world who ask for feedback from their employees, but then don’t put that feedback to use is amazing. I have filled out about 30 employee engagement surveys in my career, and I can’t remember if what was said on those surveys was used in a positive way.
I still saw the vision and mission of the organisation on a poster in the office. Nobody was talking about them, and we still didn’t see the leaders of the organisation anywhere.
This is the reason why most employees in most organisations don’t buy-in to their leaders. The leaders do not have a positive influence with them. The leaders do not inspire their people with their vision for the organisation. The leaders don’t involve their people when working on their vision.
If an organisation does not have highly effective leadership development, then they will not develop highly effective leaders at any level. The people in leadership positions will become highly effective managers and do their best to manage their people instead of leading them.
Without engaged leaders of people, there won’t be any engaged people within the organisation. This is very apparent to people who are highly effective leaders and feel the need to help these organisations change their culture.
Management has nothing to do with people. It is the management of processes, policies, procedures and things. But, when you try to apply management techniques with people, this is when your influence becomes more and more negative, and your people become resistant of you.
When I filled out the employee engagement survey, that was the idea of a manager not a leader. It is a manager’s way of disguising their poor leadership skills. It is also a tick in the box with the senior leaders of the organisation because they have poor leadership development too.
Managing people like processes, policies, procedures and things simply does not work, and will never work.
Managers who do nothing with the results they see in the employee engagement surveys that are filled out, do so because they don’t know what to do. If they knew what to do with these results, they would already be doing it without the need for a survey, and they would have good leadership development.
They would understand how to gain the buy-in from their people by increasing their influence in a positive way. They would understand how to develop a highly effective leadership culture within their team and throughout the organisation.
What I have seen over the years when I have experienced managers trying to manage me and my teammates is, resignations.
Not just myself either, other members of my team have left because of their relationship with the manager. To stop any resignations happening within your team, you must lead your people, not manage them.
When people feel led by their line manager or boss, that is when they start to buy-in to them as a person. When people are disengaged, they will do the bare minimum to get paid and will follow the boss because they have to.
When a people are engaged, they will go the extra mile for their leader and for the team and they will follow their leader because they want to. The difference between wanting to do something and doing something because you have to is huge.
When your people start following you because they want to, this is when you are well on your way to being a transformer.
You will become a transformer when you buy-in to me and take action on what you are learning from this article, and when you start to see positive results with your team and organisation. Are you up for that?
You will not be a transformer if you read this article and then do nothing with the information I have shared. If you don’t buy-in to me and think what I am sharing is a load of rubbish then you will not be able to develop a highly effective leadership culture.
What you are reading and learning from me is not the be all and end all by the way. To develop a highly effective team and highly effective leadership culture, you will need to do and learn a lot more.
But, what I am sharing is very important if you want your organisation to become the most attractive in your industry and you want to have that highly effective team and highly effective leadership culture.
The first place for you to start is with yourself, and that is developing your own character. As you continue to do that, the next place to go is with your team and helping them to develop their character. There is no other place to start on this highly effective leadership journey.
Highly effective leaders know how to achieve the buy-in from their people and beyond because they don’t force it on them. They don’t demand that their people buy in to them, or their vision. Buy-in must be earned.
Highly effective leaders are transformers, and they know how to develop their character every single day. Even if their character is at a very high level, there is no finish line. They work on themselves every day.
You will not get this with managers of people because they have weak characters and don’t know how to develop a stronger character. Managers force buy-in out of their team rather than earn it.
My articles will always help you in your leadership development, personal growth and increasing your influence with others. When reading them you will learn how to engage your team, build trust and earn buy-in.
Managers who force things on or out of their people will never earn trust or buy-in. Leaders who influence in a positive way will always build trust and the buy-in form their people.
I welcome hearing how this post has influenced the way you think, the way you lead, or the results you have achieved because of what you’ve learned in it. Please feel free to share your thoughts with me by commenting below.
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All the best,