I don't see criticism and (a certain level of) conflict as unhealthy in an organization. The contrary! It is when people stop raising their voice and sharing their feedback that you need to start worrying. It could be a sign that people no longer care and have decayed from commitment to compliance.
Beyond following orders
As leaders we are constantly seeking ways to drive results. But there's a fundamental distinction worth understanding on how to achieve this:
If we collaborate, the result is commitment. If we coerce, the result is compliance.
Commitment comes from within, whereas compliance is forced by an external source. When people comply, they're simply following orders. They do just enough to get by, meet the bare minimum requirements, or check the box. There's no personal investment in the outcome.
Commitment, on the other hand, invites full participation, engagement, and discretionary effort.
The language of Commitment
L. David Marquet states in his book ‘‘Leadership is language’ that our language reflects and reinforces this distinction in powerful ways. In the book he gives the example on how you talk to yourself when trying to change a habit
- "I can't eat sweets" (compliance) vs. "I don't eat sweets" (commitment)
- "I can't miss this deadline" vs. "I don't miss deadlines"
- "I can't spend my time that way" vs. "I don't spend my time that way"
The word "can't" suggests an external restriction—something is preventing you from doing what you actually want to do. "Don't," however, reflects an internal choice and identity. You're the kind of person who doesn't do that thing. This subtle shift in language creates a remarkable difference in results.
Choice: The foundation of commitment
For commitment to exist, there must first be choice.
If a person has no choice but to say yes, then what we have is compliance.
This explains why common workplace initiatives to "inspire" and "empower" employees often fall flat—if people don't genuinely feel they have a choice, their response will be compliance at best.
Compliance also:
- Gives people a pass on thinking
- Removes personal responsibility ("I was just following orders")
- Creates fragile operations due to lack of context
Building a culture of commitment
The key is creating conditions where people can make genuine commitments rather than merely complying with directives.
How can we foster commitment rather than settling for compliance?
- Provide context, not just directives. When people understand the "why" behind a request, they're more likely to commit.
- Create genuine choice. Even when options are limited, finding ways to give people some agency in how they approach their work fosters commitment.
- Use the language of commitment. Pay attention to how requests are framed and how decisions are discussed.
- Recognize that commitment is personal. Groups don't make commitments—individuals do. Honor the personal nature of commitment.
So the next time you're facing resistance or lackluster results, ask yourself: Am I seeking compliance or commitment? The answer might reveal exactly why you're not getting the engagement you desire.