Last issue, we discussed how a team needs a shared care—something measurable they’re dedicated to achieving together for the organization.

Today we're diving into commitment. Let's break down what commitment really means in action.

I remember sitting in maaaany leadership meetings where each leader would share progress on their initiatives for the design team.
Except there wasn’t much progress.‍

Week after week, no one really moved the needle. Sometimes, leaders were working on similar initiatives or even at cross-purposes. Priorities kept shifting, but we never talked about it head-on.

So, what's the deal?
Were we actually committed to these initiatives or not?

As one person said...
“We have a lot of meetings, but we aren’t making much progress.”

If bandwidth, timing, or resources were the issue, why didn’t we take them off the list?

Or better yet, spend our time collaborating on something more pressing?

And if we were committed, why weren’t we addressing the barriers and figuring out how to push through to actually get it done?

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What can block true Commitment:

• Taking on projects for the title: If you’re owning an initiative but lack the time or energy to drive it, that’s not commitment—that’s decoration.
  
• Lacking decision-making power: If you don’t have the authority to push things across the finish line, you may not be empowered make the required calls. You might feel you're awaiting direction and that can drain commitment.
  
• Being half-hearted from the start: If you’re not convinced a project is worthwhile, you’re not committed. Full stop.
  
• Avoiding tough conversations: A team that can’t give feedback, adjust plans, or think creatively about resource allocation is a team that’s not committed.

Whether you realize it or not, there’s a cost to pseudo-commitments. We become resigned. People don’t have confidence that a commitment means much so they commit beyond their capacity, strengthening the cycle of unreliable commitments.

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What Real Commitment Looks Like:

A truly committed team rallies around a shared care with clear goals that align with the organization’s vision.

The leader works with the team to make the tough calls, empowers the team to solve problems, and builds trust so everyone can dive into the inevitable breakdowns and challenges. A committed team pulls together to solve problems and move forward—they don’t pass the buck.

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Action Steps for Building Commitment:

• Establish a positive culture: An environment that fosters trust, problem solving and honestly is going to go a long way in helping people make commitments.  
  
• Set goals with teeth: As a leader, your team’s goals should be clear, concrete, and non-negotiable. No more “we’ll try.” It’s “we’ll do this.” This is going to require addressing challenges head on and identifying risks early.
  
• Hold each other accountable: When things go off track, don’t assign blame. Ask, “How do we fix this together quickly?” “What’s the underlying problem here?” and move forward as a unit. Make sure everyone is committed to moving through whatever comes your way.
  
• Celebrate the wins—big and small: Did you smash it? Fantastic! Confetti time! Did you limp over the finish line, battered and bruised but full of new learnings? That’s a win. Throw glitter!

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