7 Elements of a Shared Commitment Culture

In his new book, The Commitment Engine—Making Work Worth It, John Jantsch explores the important business building elements of Clarity, Culture, and Community. The following is an excerpt from the work.

Culture is a tricky word. It finds its way into most discussions regarding the workplace these days. And, like so many things, it’s hard to describe, but you know it when you see it.

The thing is, every business has a culture. It may be strong or weak, positive or negative, or just plain hard to spot, but in a way, it’s a form of internal brand. It’s the collective impression, habits, language, style, communication, and practices of the organization. Some elements of culture are intentional and some are accidental. Some are rooted deeply in the ethos of an original employee group and some are created out of a lack of any real direction or clarity.

My belief is that a healthy culture is a shared culture, one created through shared stories, beliefs, purpose, plans, language, outcomes, and ownership. These aren’t little things; these aren’t things that you get right during an annual retreat. These are things molded over time with trust and passion and caring. These are things that evolve.

I don’t have all the answers, no one does, but I assure you this is the question that needs answering—How can I build a culture of shared commitment? The following elements make up the foundation of a system of shared commitment.

Shared stories

The first step is to begin to develop, archive, curate, and tell stories that illustrate what your business stands for. Stories that tell why you do what you do, who you do it for, why you’re passionate about it, and where the business is headed.

Throughout time great leaders have used stories to inspire commitment and attract community. The central elements of a strong culture are the stories that employees tell themselves and each other: the “why you would want to work here” story, the “orientation” story, the “here’s how we deal with challenges” story, and the “here’s where we are headed” story. These illustrations are like oral traditions that allow culture to sustain, thrive, and grow, and it’s the job of the leader of the business to make story building an intentional act.

Shared beliefs

People want to work for more than a paycheck. Sure, they want to be paid fairly, and in some cases the element of salary will be an important aspect of their decision to come to work for an organization, but perhaps more importantly, people want to work on something they believe in and they want to do that work with people that share their passion and beliefs. This isn’t the same thing as saying everyone in your organization has to maintain the same beliefs. However, by creating a set of core beliefs that everyone in the organization lives by and supports, you create a set of filters for how decisions are made, how people treat each other, how they treat customers, what’s expected, how to manage, and even how to write a sales letter.

Shared purpose

Connecting your passion with why you do what you do is what some might call purpose. In order to bring purpose fully into the organization you must determine a way to bring it to life and reinforce it in every decision the organization makes. This may take the form of an employee development program, foundation support, benefits package, or community program. The key is to bring purpose to life by example. Your actions, or how you treat your staff, will speak far louder about purpose than any page in an employee manual. In order to create a shared purpose, the staff must be your first customer.

Shared plans

The strongest, most productive cultures come to life when people know what to do and how to do it; where people are trusted to do good work and use their creativity to solve problems. If you are to grow your organization to the point where it can serve your ultimate higher purpose, you’ll need to develop a system that enables people to manage themselves.

Now, that may sound a little foreign or perhaps even scary to anyone who’s worked in a typical hierarchical business structure, but it’s central to a fully alive culture. The key lies in systematic planning, thinking, clear accountability, and consistent communication.

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Shared leadership

While stories are an important way to attract and inspire people to join you on your journey, they can only take you as far as the leaders you develop around you. After payroll is made and your business is generating sufficient cash flow, I really believe that the leader’s primary role should shift to developing leaders internally.

In fact, as the owner of a business you’ll never succeed in reaching beyond where you are today until you are no longer the person that brings in the most work. Teaching others to land the big fish, to tell stories, to create shared beliefs, to inspire and attract commitment means you have to invest time and resources in this very thing in a very intentional way.