![\"Commitment02\"](\"http:\/\/memecon.info\/wp-content\/uploads\/2016\/05\/Commitment02.jpg\")
<\/a><\/p>\nDespite this fact executives wish for possibilities of awaking this momentum inside the employees. Three basic starting points are available: formal, contentual and personal flywheels.<\/p>\n
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- Formal flywheels
\n<\/strong>With formal measures that are tailored to the company, employees can be activated. Acceptance can evolve with collaboration guidelines, role clarity, leadership and sponsorship tools. The collaboration guidelines<\/em> that should be available in the context of governance include defined reporting processes, the organizational interaction, employee participation and similar. Role clarity<\/em> is achieved by documenting the essential roles with their tasks, authorities and responsibilities. The leadership tools<\/em> are characterized by transparent evaluation systems, clear leadership style, target agreements, feedback talks and similar tools. The sponsorship tools<\/em> are not only for commitment amplifying, but also for increasing the sustainability. This includes training and skill management, career development programs as well as performance-oriented incentives. In daily business it is easier for the target group to commit based on the appropriate amplifiers.<\/li>\n- Contentual flywheels
\n<\/strong>The topic-oriented approaches are the most diverse that result from the field of work. They include various, interesting tasks, focus on reputation-enabling elements, visibility as well as challenges that maintain autonomy, are innovative and support changes. Interesting tasks<\/em> appeal the individual interests of an employee. The variety of opportunities<\/em> comes from cross-functional project alternatives that allow a broadening of knowledge. Reputation-enabling elements<\/em>, like certifications and employee diploma, should be integrated into the measures. Visibility<\/em> is realized by an open communication style of the content. Challenges<\/em> emerge from new topics, cross-functional and personal responsibility. Take a look at your initiatives from the perspective of your teams and make your tasks more attractive.<\/li>\n- Personal flywheels
\n<\/strong>Personal approaches for amplification are the most sensitive, because they are tailored to the interests of individuals that are triggered by internal controlling convictions. They are created by feeling of self-efficacy, justice, satisfaction and curiosity. Internal controlling convictions<\/em> are provided by alternatives, creative and decision freedom. Self perceptible authority (self-efficacy<\/em>) results from recognition of existing skills and personal offers. Justice<\/em> is transferred by transparency, fairness and legal certainty. Satisfaction<\/em> results from a desired integration of the target group into the overall organization and the creation of an attractive identity. Curiosity<\/em> can be satisfied by an appropriate exchange of information. Consider personal incitements and leave enough space for the creativity of the individual people.<\/li>\n<\/ul>\nBottom line: Even if you do not have direct influence on the readiness of the employees, there are sufficient starting points available for the organization of an activating framework. The formal flywheels should be already intuitively used in day to day business. The contentual flywheels result from the zest for action of the client, if he is appropriately on fire. The personal flywheels are the most complex, since you have to be actively interested in the people and their needs. Momentum always evolves from within – particularly with the appropriate stimuli from the outside.<\/p>\n
- Contentual flywheels