In large organizations, decisions are often detached from people, and people detached from decisions. Managers should be the carrier of decisions at the next levels of the organization. However, there is a gap between a decision and its implementation that needs to be bridged with a sense of meaning, because it generates willingness. Without buy in from the broader team, the project will be like a cardboard house. It looks like everything is there, but everything is there for nothing.
The problem starts with managers who don’t understand the sense of their decisions but still need to inspire their teams with a sense of purpose. Each subsequent step is a progressive degradation and the disintegration of an idea that could originally have had a deeper meaning. What has failed is communication. Some people need the helicopter view, and others a detailed explanation. Some are flammable and quickly go into action, and others ignite like a cornerstone ;-).
You need to be able to inspire commitment, and to do that, you need to know what to say, how to say it, and in what order. The key is to know the character of each person individually. Let’s be honest – nobody can do that. At least nobody could until now. Here’s the solution you’re looking for.
