This would eliminate the need to create buy-in because everyone would already be a willing proponent for change in their growing company. In a perfect world, every member of an organization would agree on what’s best. Simply put, more buy-in leads to more success. ![]() ![]() This voluntary collaboration is known as “buy-in” because individuals must truly buy into and support an idea to help bring it to fruition. When a new policy is proposed or restructuring is in order, it’s imperative that leaders and staff members come to a sincere agreement and work together to enact such a change. Growth cannot occur without new ideas, but radical shifts also threaten to collapse the entire structure, especially when there’s tension among team members.Ĭhange brings new interpersonal and leadership challenges. ![]() A successful organization constantly rides the line between change and stasis.
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