People live into our bias of them. Meaning, people have a peculiar way of confirming our beliefs about what they can and cannot do. Somehow our expectations become a self-fulfilling prophecy. You can use this unique psychology to your group's advantage and create high commitment--by giving people reputations to live up to instead of reputations to run from.

Begin by making it clear that dedication is a top priority trait expected from everyone. Using this lens immediately starts to shape the reality you live and the talent you seek.

Make sure you communicate a clear mission for the group, and everyone a clear goal in helping to achieve that mission. Be specific in explaining what dedication means in this group, what standards you want them to adhere to, and the expectations you have of them. Operational definitions for common understanding are essential to effective, constructive communication. There should be no confusion regarding what dedication looks like in the context of a particular group or organization toward its mission. People need to know precisely what you mean to perform.

Once you've achieved clarity with the mission and goals, show that your expectations are firm. Be intolerant of apathy. Weed out the uncommitted by creating consequences mediocre performance. Save the rewards for those who try the hardest, contribute the most, and continually go the extra mile. Everyone in the group should benefit in direct proportion to their efforts and to the results they produce.

Follow through on the clarity of the mission, relevancy of goals to the mission, and clear expectations make dedication count for something. All of a sudden, behavior starts to matter. Attitude starts to change. Individual performance begins to make a real dent in progress toward tangible results and momentum with the mission.

This approach might seem a little hardnosed. Looking at how change (reassignments, reorganizations, new leadership, etc.) has affected people, and you might start to feel apologetic. Maybe you put these decisions into action; maybe you didn't. Maybe you think the situation is unfair. Maybe you think you aren't justified in asking for high dedication among those you work with.

Just remember—anyone who passively tolerates mediocre work is as much involved in it as they who help to perpetuate it. Those who accept mediocre work without protest or speaking up against it is really cooperating with it. Benign neglect is not an act of kindness.

It could be that under these conditions you consider commitment to be a hopeless case.
Act otherwise.
Too much respect for problems can kill our faith in possibilities. There has to be balance between analysis and action.

To perform well while under pressure, we need to develop habits to work more effectively. Making the right decisions, engaging with others effectively, learning to manage our own emotions takes practice.

Driving Dedication During Change: A pocket guide for becoming an effective linchpin enables you with all the tools and tactics you need to make your interactions less stressful and more effective.