“Building consensus can be one of the steps in creating change. If you make it the first one, be prepared to jump over it.” RJS
“Building consensus can be one of the steps in creating change. If you make it the first one, be prepared to jump over it.” RJS
Those who pride themselves in their abilities to create change have many things in common. I believe the overwhelming consensus is, they don’t seek consensus. When organizations understand the old way is no longer acceptable, they begin a journey towards change. Good leadership understands - it’s when things are good that it is the time to look for ways of improvement. Most organizations do it backwards; they ride the wave of everything’s great, ignoring the fact that sooner than later, they will land on the beach. Whether or not they get back on the surf board depends on how hard they landed.
“Riding on the wave of everything’s great is a short trip unless you’re delusional.”
When we wait for the problem to address the changes needed in solving it, we end up fighting the status quo; we struggle with needing consensus, and we begin pushing a cart up hill. The impending doom of the disruptions we encounter causes any esprit de corps we may have to crumble. All these things begin a dysfunctional journey through “approval before action” consensus building. This mindset must be the change agents’ first objective to destroy.
Organizations have leaders for a reason - to lead - not to seek approval to lead. I will admit that having a team onboard is imperative to moving forward. However, needing to get the team onboard is a cultural problem, a leadership fault, which is caused when organizations become root bound. When leaders become complacent in the way things are, their memories of the past block their vision of the future.
“Building consensus can be one of the steps in creating change. If you make it the first one, be prepared to jump over it.” RJS
When a leader asks “how do I get buy in?” they are really shifting the blame of procrastination to the team. I would say it’s not buy in you need. It’s giving the team a job description which defines a culture of change awareness. When leadership becomes more focused on getting approval than building a culture which understands - creating change is the only thing that should be status quo. They will always be negotiating buy in.
Teams with passionate, innovative leadership understand the creation of a better way is their job. They don’t rely on the leader, they accomplish great things because of the leader. This culture is what defines leadership. Great teams understand they must strive for betterment and have a passionate mindset in forward movement. It’s with these traits that allow their organizations prosperity.
R.J. Stasieczko
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Ray Stasieczko
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