Every day, for my work, I hear the litany from business leaders about a lack of responsibility, commitment or involvement of some people on their teams. The point is that perhaps the distinctions between these three concepts, similar, and, at the same time, different, are not well known.
Although they are often used as synonyms, the reality is that they do not have much to do with each other, and the results are very different depending on where the accent is placed.
Involved or Committed? These are the differences
Responsibility
First of all, responsibility is the obligation to fulfill the duties and tasks assigned, assuming the consequences of our actions. It implies being aware of our responsibilities and acting ethically and diligently to fulfill them.
In coaching we tend to use a simple definition: the “responsibility-skill” It is the ability to respond to what happens and assume the consequences of our decisions and actions.
Components involved
The factor of personal attitude, and self-leadership to obtain the results.
To illustrate, let’s imagine that a company collaborator is assigned to a project they don’t like or have a personal connection to. Despite this, the employee acknowledges his responsibility to complete his work and deliver the project on time. He assumes the responsibility of researching, learning and acquiring the knowledge necessary to carry out the project effectively.
Even if you don’t have a personal affinity with the theme of the project, you show responsibility by putting the fulfillment of your duties and the quality of work above your personal preferences.
Commitment
Commitment implies dedication and loyalty to a cause, goal, or person. It is an emotional bond and a promise to comply with the agreement. It is related to the will to fulfill the commitments acquired, keep the word and work actively to achieve the established objectives.
Components
Personal and professional values, placed at the service of what we are doing. To understand it better: a contributor is committed to completing a project on time and does so regardless of whether she doesn’t like the topic of the project or has no personal connection to it. She gets excited, seeks to learn, finds points of internal satisfaction, and also feels the influence of the team and its leader, and chooses to work to the maximum to achieve what is needed.
involvement
While the involvement refers to the participation and commitment in an activity, project or situation. It involves being physically, mentally, and emotionally present, and taking an active part in what is happening. Being involved implies taking an interest in, participating in, and contributing significantly to what is being done. It is to “make flesh” of situations.
Components
Emotional, deep and root. Example: The person gets involved in a project because he feels a personal connection to the subject of the project and believes that his work can make a significant difference in the company. He can even find a greater purpose, for example, the impact that his action will have in the short, medium and long term, not only where he works but also in the community.
So, you not only fulfill the assigned task, but also bring new ideas and creative solutions to improve the project. Go the extra mile, and add value.
5 ideas to increase responsibility, commitment and involvement
Responsibility, commitment and involvement develop; Hence, part of the work of leaders is precisely to promote and encourage them, even in people who are not predisposed. In those cases, perhaps with a good dose of responsibility it would be acceptable; starting from the idea that the ideal is to reach a combination of the three factors.
Here are five tips that can help you lead this process:
1. Set clear goals
For the team to go all out with a task or project, it is important to have a north that is superior. For example, communication in real time, reminder of the purpose and follow-up are essential aspects to give value to the objectives that are pursued.
2. Recognize and reward effort
In teams, it is very relevant to permanently reinforce feedback and, in certain cases, rewards. The so-called “emotional salary” -what is not remunerative in money- is a highly strategic incentive to encourage greater effort. Words of support, a message of congratulations, a warm greeting and a celebration with your people make a difference. While also considering financial rewards, such as a bonus or salary increase, for certain moments: they are also motivating.
3. Foster a positive work environment
There are several studies worldwide where it turned out that employees who feel valued and respected at work are more likely to feel engaged. To implement it, you can develop your listening skills, for which I recommend doing it 80% of the time, and speaking the other 20%. Having rituals, being present with the special dates of the team members and allowing achievements to be visualized – not wanting to carry all the laurels as leaders – are part of the positive climate.
4. Open opportunities for creativity and innovation
The psychological effect known as the glass ceiling is what ends up bringing people down. If they feel that they have a limit and cannot see beyond it, the mission of each leader is to create that shared vision, and demonstrate it with facts. To execute it, you can give the opportunity to contribute new ideas and solutions, participate in some special project, and even combine talents so that everyone learns from each other. Not only will performance improve, but they will interact in a more personal and committed way among colleagues.
5. Connect individual interests with the mission of the company
It is a fact that people feel better when they identify with a meaningful purpose. That “what for” is what gives meaning and guides the course in common.
For example, when you delegate a responsibility it is essential to explain the purpose of that task or project; In this way, the person can assume it with greater responsibility and dedication, much more than if you simply tell him what he has to do.
My teacher and mentor John Maxwell, considered the number one reference in world leadership, has a phrase that illustrates this situation: “Many communicate, few connect.”
The challenge is to be one of the few, the ones that generate genuine and authentic links, that expand the possibilities, and increase the ability to respond to what happens, the commitment and the involvement. And then yes: you will have an unstoppable team.
Daniel Colombo Facilitator and Executive Master Coach specialized in senior management, professionals and teams; mentor and professional communicator; international speaker; author of 31 books. LinkedIn Top Voice Latin America. ICF certified; Certified Coach and Member of the John Maxwell Team.
