Guidelines for Enrollment and Commitment
Enrollment and commitment cannot be forced; they require genuine enthusiasm and freedom of choice. To foster enrollment, one must be enrolled themselves, be honest, and allow others to choose freely.
THE IDEA
GUIDELINES FOR ENROLLMENT AND COMMITMENT
Enrollment is a natural process that springs from your genuine enthusiasm for a vision and your willingness to let others come to their own choice.
- Be enrolled yourself. There is no point attempting to encourage another to be enrolled when you are not. That is “selling,” not enrolling and will, at best, produce a form of superficial agreement and compliance. Worse, it will sow the seeds for future resentment.
- Be on the level. Don’t inflate benefits or sweep problems under the rug. Describe the vision as simply and honestly as you can.
- Let the other person choose. You don’t have to “convince” another of the benefits of a vision. In fact, efforts you might make to persuade him to “become enrolled” will be seen as manipulative and actually preclude enrollment. The more willing you are for him to make a free choice, the freer he will feel. This can be especially difficult with subordinates, who are often conditioned to feel as though they must go along. But you can still help by creating the time and safety for them to develop their own sense of vision.
There are many times when managers need compliance. They may want enrollment or commitment, but cannot accept anything below formal compliance. If that is the case, I recommend that you be on the level about it: “I know you may not agree wholeheartedly with the new direction, but at this juncture it is where the management team is committed to heading. I need your support to help it happen.” Being open about the need for compliance removes hypocrisy. It also makes it easier for people to come to their choices, which may, over time, include enrollment.
The hardest lesson for many managers to face is that, ultimately, there is really nothing you can do to get another person to enroll or commit. Enrollment and commitment require freedom of choice. The guidelines above simply establish the conditions which are most favorable to enrollment, but they do not cause enrollment. Commitment likewise is very personal; efforts to force it will, at best, foster compliance.
When to use it
When introducing a new organizational change, use enrollment principles to gain genuine buy-in from key stakeholders.
In a team setting, avoid pressuring members to commit; instead share your passion and let them decide their level of involvement.
When you need compliance, be transparent about the need rather than pretending it's full enrollment.
During one-on-one coaching, help individuals develop their own vision aligned with the team's direction.
FROM THEORY TO EVERYDAY LIFE
In practice
Team Leader Introducing a New Vision
A team leader wants her team to adopt a new project vision. Instead of selling it, she shares her genuine excitement and clearly describes the vision without exaggerating benefits. She gives team members time to reflect and decide for themselves. Some become fully enrolled, while others only comply, but she respects their choice.
Manager Requiring Compliance on a Policy
A manager needs all staff to follow a new company policy. He honestly states that senior leadership is committed to this direction and requests support, without pretending it's optional. This openness removes hypocrisy and allows staff to make an informed choice, potentially leading to eventual enrollment.
A MOMENT TO REFLECT
Put it to work.
Think of a time you tried to enroll someone in your vision. Were you genuinely enrolled yourself?
How can you create an environment where others feel free to choose their level of commitment?
What is the difference between seeking enrollment and seeking compliance in your current role?
Often confused with
CONTINUE THE CONVERSATION
Source texts
- The Fifth Discipline The Art Practice of the Learning Organization (Peter M. Senge)