Buy-in vs. Commitment
So many times we hear that the most essential ingredient in the successful implementation of a new project, protocol or initiative is staff "buy-in". This implies that the staff has embraced the proposed change and has bought into the thought that it will be of benefit to the department, the organization or themselves. We hear the phrase "buy-in" all the time and use it synonymously with the term commitment. Unfortunately, I believe those of us who do so are in error... both theoretically, and figuratively.
In its truest sense, think about the phrase "buy-in" for a moment. If you (as an employee) are going to buy something (or a bill of goods as others would like to call it), it also suggests that you as a manager are selling something. Think back to your last encounter with a pushy sales rep. Think about how they framed their sales presentation, their patter or their "schtick". The bottom line of any sales presentation is this: it doesn't matter what the buyer thinks of the product so long as they buy it. Although good salesmen give off the impression that they care about what you think, the only thing they really care about is whether or not they make the sale.
Think about this in terms of selling a concept to your staff. Do you really care about what they think of your proposed plan or do you just merely want them to follow along like good soldiers who march the company line? Highly efficient departments become highly efficient because they have a mutual commitment on both the part of the manager and employees. There is a mutual respect for one another; their roles and their opinions. Hence, the only real way a manager can get the most out of their staff is to secure a commitment from each individual. To do this, managers must know their staff, how they operate and what makes them tick. Extracting this information from your staff is easier said than done, and is an art for those who can master it.
The art of asking questions is a powerful tool for the savvy manager. Employees who are asked thought provoking questions, who are asked their opinion, and whose input is sought after to improve clinical and operational efficiencies not only have a sense of ownership in the department, but are committed to its success as well. When this happens, managers no longer need to gain buy-in as staff commitment is already inherent into the culture of the department. Stay tuned for future blogs as "The Art of Powerful Questions" will be discussed in more detail.
"Hold your vision until it is reality"
- Author Unknown