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Today I want to focus on the difference between having believers on your team (not just buy-in from staff) to succeed.

In a recent prep call with a client for an upcoming keynote, we were discussing the need for belief over buy-in as a leader. I’ve written at length about this in my latest book, Serve Up Coach Down. During chit-chat, this leader identified the need for employees and leaders in the middle (LIMs) to believe in tasks that they perform on a daily basis. Why? He needed them to have a true desire to serve the organization’s customers in order to fully achieve their goals.

My client is not alone in this sentiment. In fact, his distinction for needing believers is quite an important one. You see, as leaders, we don’t want to hire people like us, we want people that complement us and people that can challenge us to be better or grow.

With that being said, we do need our people to believe in us. We need our staff to understand the importance and value of their functions to meet the organization’s goals. We need this to happen, even when they don’t agree. If they believe in us, they’ll commit to joining us on our journey to try, fail and win.

Belief Is a Two-Way Street

Those leaders that are willing to listen to their teams when they don’t agree with a direction or decision show they care.

When we listen to our team, it doesn’t necessarily mean we’ll change our leadership direction. Instead, it establishes that level of duality where we as a team seek to understand each other’s perspectives. As a leader, when we create a space where our team can share their concerns, they feel heard and respected. Often, these concerns are valid, and our staff may need our help to find solutions that create resolutions. This simple act of working together creates a stronger bond amongst the team while simultaneously allowing us to coach our staff to effectively and efficiently problem-solve challenges in the workplace.

Beyond that, we should create a system of accountability but focus on not trying to be right so much as doing the right thing. This mindset is especially important for sales teams to grasp. However, it is a necessary route as, based on our field alone, we are constantly required to adapt to changes in the market. This is the best formula for creating a sustainable winning mindset.

Being a follower does not equate that a boss equals leader and staff equal followers. As leaders, we must also understand that our perspective is not always right, and we must be willing to check our ego at the door. In all that we do as LIMs, our ultimate focus is helping our team execute their/our deliverables because that is what we are paid to do. We all win if we all work together with the same intent and conviction no matter the direction or the decision. This is why nearly every street in the world allows the ability to make a U-turn!

Commanding vs. Demanding

Some leaders try to demand their employees follow direction and use fear or force to get results. While this may work in the short term for some initiatives, it will ultimately fail due to lack of belief.

Therefore, as leaders, we must command our people’s belief, not demand it.

You know how parents can often lean on the line, “Do it because I say so.” As leaders, this level of demanding attention and/or action rarely works. The answer lies in creating a system where our team becomes believers in our commands.

I’d go so far as to say, we must have believers and only believers. As leaders, we must be willing to encourage those non-believers to go find another job that matches their belief system. This isn’t just for our success, as when they find the right job it will be easier for them to find their own success and happiness. Every leader I have ever believed in commanded their team through their mindset, attitude and behavior. And let me tell you, it wasn’t just me that they had this profound effect on, but rather everyone around them. We command belief based on how we treat others and how others perceive our ability to impact their lives and their careers.

As a follower, I must truly believe in my leader and organization to truly be successful. I should note, it doesn’t mean someone can’t survive at a job if they don’t believe in their boss or company. Unfortunately, it definitely means they will not thrive!

When we follow, we must believe or leave to find our best in life elsewhere!

The Impact of Belief Over Buy-In

Belief is about trust. We trust only what we believe in.

When we believe in something or someone, we will never need buy-in because we already believe we can trust them to make the right decision. We’re often taught that in order to succeed in business, we need to get buy-in from our staff. We are encouraged to do this by convincing those we lead to agree to an idea or change. In some cases, it might work, but most often it does not. Why? Because those that buy in were already believers in the leader or the organization. Those that don’t will never fully commit to our leadership decisions.

I don’t need you to be like me, but I need you to believe in me as your leader.

To close, buy-in is temporary because it is solely based on proof. Let me tell you, that’s great for Hallmark movies that are guaranteed a perfect end. However, in the real world there are obstacles that may delay or deter the effectiveness of our decisions. When this happens, we will lose those that simply bought in to the plan.

If we are to truly sustain success, we need long-term conviction that is based on belief and not buy-in.

MANA welcomes your comments on this article. Write to us at [email protected].