改革における改宗者の熱意の力
You cannot rush buy-in, and that’s OK, because while buy-in is nice to have, professionalism is all you need. A vice president of sales told me matter-of-factly that I was wasting her time and mine when we met. Her CEO had just hired me to help improve the capability of her division, consisting of more than one hundred sales staff and managers. She explained laconically that the Japanese market targets the European headquarters executives expected were unrealistic, if not impossible. The current level of results was the best achievable with the existing team. Many of her staff were similarly cynical. The vice president was derisive of the methods I advised […]
[:en]The Fallacy of the Buy-In Imperative[:ja]決断にスタッフからの賛同は必要であるか[:]
[:en]Staff involvement in decision-making is useful means of ensuring buy-in and achieving success, as long as staff involvement does not entail abdication of your role as a leader. Not all staff involvement is good, and buy-in is not always imperative for success. Some decision are best taken unilaterally, and some changes are best imposed despite objections.
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