Are Your Idea ‘Improvements’ Impacting Negatively On Staff?

Are Your Idea ‘Improvements’ Impacting Negatively On Staff?

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My friend, Dr David Ulrich, is a highly respected thought leader, wonderful person and perhaps the world’s top HR consultant. Dave once taught me that effective performance can be seen as a function of the quality of an idea times the employee’s commitment to make it happen (EP = QI x C).

100% commitment to a good idea will often result in higher performance than 50% commitment to a great idea.

Leaders, especially technically trained leaders, often get so enamoured with sharing insights aimed at improving the quality of an idea, that they forget about the impact these insights might have on their employees’ commitment to execute it.

Related: 7 Ways To Make Your Company a Great Place To Work 

Ask yourself, ‘Is it worth it?’

When I asked one new Fortune 100 CEO what he had learnt about leadership in the past year, he sighed and sadly noted, “My suggestions become orders. If I want my suggestions to become orders, they are orders. If I don’t want them to become orders, they are orders anyway.” While this learning is especially true at the CEO level, it’s an important caution for leaders at all levels.

I then asked him to name the lesson he’d learnt from me that he felt was the most useful. He smiled, “You helped me understand a lesson that not only caused me to become a better CEO, it also helped me to have a happier life.

 

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“The lesson was simple. Before I speak, I need to stop, take a breath and then ask myself, ‘Is it worth it?’ He went on to note that half the time he asked this question, he decided, “Am I right? Maybe! Is it worth it? No!”

As leaders, our first reaction upon hearing an idea from direct reports might be to say, “That’s a great idea, but…” and then add our brilliant insights.

What we fail to realise is that our attempt to improve the idea might do more harm than good. If we aren’t careful, the idea will no longer be their idea. It will become our idea.

The power of commitment

As an executive coach, it has taken me years of experience – and several failures – to understand the power of commitment. When I was much younger and very naïve, I foolishly believed that my own wisdom was the key to helping my clients achieve positive, lasting changes in behaviour.

As I became more experienced, I realised that their commitment to improve was far more important than my insight. The learning ‘hit me over the head’ when I realised that the client who’d taken the least amount of my time improved the most in a 360° assessment from co-workers.

I’ve since given up in my attempts to make executives change their behaviour and now only work with successful leaders who want to change their behaviour, as the most important commitment to change has to come from my clients, not me.

The next time you’re working with a direct report or team member and you start to ‘improve’ upon their ideas with your insights, take a deep breath and ask yourself, “Is it worth it?”

When communicating with direct reports, search for commitment. Listen to the tone of their voices and look at their faces.

When describing a project, ask the employee to rank their level of enthusiasm for executing the plan. Ask, “How can we work together on this project in a way that will lead to your highest level of commitment?” Listen to their ideas. Be willing to trade off some of your insights on content to gain their commitment.

This lesson applies at home as well. Have you ever seen an over-enthusiastic parent barking directions at a child playing soccer? What emotions did you see on the face of the child: Enthusiasm and commitment, or embarrassment and resignation? Although the parent might be helping the child understand the mechanics of kicking, they also could be ruining the child’s love of the game.

As Peter Drucker sagely noted, “Most leaders I meet manage knowledge workers. These are people who know more about what they’re doing than their boss does.”

When managing knowledge workers, keep this in mind: If they don’t believe they did it themselves, it probably wasn’t done well.

Related: The Simple Way to Find Out What Motivates Your Employees

Marshall Goldsmith
Marshall Goldsmith is an executive educator, coach and million-selling author of numerous books, including the New York times bestsellers, MOJO and What Got You Here Won't Get You There.