Are Your Employees Showing Up or Stepping Up?

What if your employees didn’t just show up to work—but showed up energized, invested, and eager to make an impact? Imagine a workplace where people don’t just check off tasks to stay out of trouble but take ownership, think creatively, and push boundaries to drive real success. The gap between compliance and commitment is the difference between a workforce that merely functions and one that thrives.

As a leader, your job isn’t just to make sure work gets done—it’s to cultivate an environment where employees want to bring their best every day. The question is: Are you leading a team of rule-followers or a team of change-makers?

Compliance: The Obligation Mindset

From an early age, we are conditioned to comply. Parents set household rules, schools establish guidelines, and workplaces create policies to maintain order. Compliance is about meeting external expectations—doing what is required to avoid consequences. Whether it’s submitting reports on time, attending mandatory meetings, or adhering to company policies, compliance ensures tasks are completed but rarely inspires innovation or extra effort.

Psychologically, this behavior is linked to our fear circuitry, particularly the amygdala, which triggers stress responses when we sense the possibility of punishment or failure. Studies by Daniel Kahneman and Richard Thaler in behavioral economics suggest that external incentives, such as rewards or penalties, drive short-term behavior but fail to cultivate deeper engagement or investment. We may follow the rules, but we are not necessarily thinking creatively, pushing boundaries, or striving for something greater.

Commitment: The Ownership Mindset

Commitment, on the other hand, is deeply personal. It stems from intrinsic motivation—the internal drive to pursue something because it matters to us. When employees are committed to their work, they don’t need external enforcement. They take initiative, make sacrifices, and push through obstacles because they are emotionally invested in achieving meaningful results.

Neurologically, commitment is associated with the reward system, involving the release of dopamine when we engage in meaningful and autonomous activities. Research by Edward Deci and Richard Ryan on Self-Determination Theory highlights three key drivers of commitment:

1. Autonomy – Employees need a sense of control over their work. When they have the freedom to make decisions, they feel a stronger connection to their tasks.
2. Mastery – People thrive when they are continuously learning and growing. When an organization fosters development, employees become more engaged and invested.
3. Purpose – Employees who see their work as meaningful are far more likely to stay motivated. If they understand how their contributions connect to a larger vision, they work with greater passion.

The Tale of Two Employees

Meet Alex and Jordan. Both work at the same company, in the same department, but for different managers.

Alex works under a manager who values structure and control above all else. Every task comes with a detailed set of instructions, and deviation isn’t encouraged. Mistakes are punished, and success is measured by adherence to policies rather than results. In this world, compliance is the key to survival.

Jordan, on the other hand, reports to a leader who fosters curiosity and ownership. Her boss provides direction but trusts the team to figure out the best way forward. Employees are encouraged to ask questions, propose solutions, and take initiative. Here, commitment isn’t just appreciated—it’s expected.

One day, both Alex and Jordan encounter the same issue: a recurring bottleneck in an outdated workflow that slows down customer responses.

Alex follows protocol. He flags the issue in the required reporting system, knowing it will likely take weeks—if not months—for someone higher up to review it. His manager expects compliance, not problem-solving, so Alex moves on to the next task, confident that fixing the issue isn’t their responsibility.

Jordan sees the same problem but approaches it differently. Rather than just reporting it, She analyzes the workflow, identifies inefficiencies, and proposes a streamlined solution. She brings it to her boss, who encourages the team to test new approaches. Within a week, Jordan’s idea is implemented, improving response times and earning recognition from leadership.

The difference? Alex did his job. Jordan made an impact.

The Value of Commitment Over Compliance

Just as in life, organizations thrive when people are driven by commitment rather than mere compliance. When employees are personally invested in their work, they don’t just complete tasks—they innovate, collaborate, and push boundaries to drive success. Organizations that cultivate commitment outperform competitors, retain top talent, and build a culture of resilience and innovation.

Here’s some research showing the impact of commitment in the workforce:

• Higher productivity – Companies with highly engaged employees experience 17% higher productivity than those with disengaged employees (Gallup, 2020).
• Increased profitability – Organizations with committed employees see 21% higher profitability, as engaged workers contribute more effectively and remain with the company longer (Gallup, 2020).
• Stronger innovation – Employees who feel committed are three times more likely to think creatively and propose new solutions, leading to greater innovation and adaptability (PMC, 2022).
• Lower turnover – Companies that foster commitment reduce employee turnover by 87%, avoiding costly rehiring and training expenses (Corporate Leadership Council, 2004).

Sparking New Leadership Thinking

Building a culture of commitment requires leaders to rethink their approach. Instead of relying on rules and oversight, the focus should be on creating an environment where employees feel empowered, valued, and motivated to contribute at a higher level. Here are five specific shifts that leaders need to make:

• Empowerment over micromanagement – People do their best work when they have real responsibility and the freedom to make decisions. Micromanaging every step stifles creativity and engagement, while ownership fosters accountability. Leaders should give employees full ownership of their projects and step in only to provide guidance, not control. For example, rather than handing a team member a step-by-step marketing plan, challenge them to develop their own strategy and present it for discussion. Provide support, but let them take the lead in execution.
• Trust over oversight – Employees are more engaged when they feel trusted and supported rather than constantly monitored. Checking in too frequently or second-guessing decisions can create anxiety and diminish confidence. Instead, leaders should set clear expectations, be available as a resource, and trust employees to manage their work. For instance, if someone is leading a project, resist the urge to intervene at every step. Rather than requesting constant updates, schedule a mid-project review where they can share progress, discuss challenges, and seek input.
• Principles over rules – Strict policies often do more harm than good, leading to frustration and disengagement. Employees perform better when they understand the key principles behind decisions rather than being forced to follow rigid rules. Leaders should define clear guidelines and allow employees to apply their judgment within those boundaries. For example, instead of requiring customer service reps to follow a strict script, provide them with core principles for handling customer issues. This gives them the flexibility to adapt their approach while still delivering a great experience.
• Growth over tasks – Employees don’t stay committed because they complete a checklist; they stay because they see a path for growth. Leaders should prioritize long-term development by providing meaningful challenges that stretch employees’ skills and open new opportunities. One way to do this is by assigning growth-focused responsibilities instead of just additional tasks. For instance, if someone expresses interest in leadership, give them the opportunity to lead a cross-functional project, pair them with a mentor, and provide feedback to help them build confidence and experience.
• Inspiration over supervision – People are more motivated when they understand why their work matters and how it contributes to a larger purpose. Without that connection, work can feel transactional and uninspiring. Leaders should always frame decisions in terms of their broader impact and help employees see their role in driving meaningful change. For example, instead of simply announcing a new company initiative, explain why it’s happening, how it aligns with the organization’s mission, and what it means for employees. When someone takes initiative—whether by streamlining a process or mentoring a teammate—recognize their impact, reinforcing a culture where commitment is contagious.

The Bottom Line

Compliance may get the job done, but commitment drives real progress. When employees feel ownership, they bring energy, creativity, and accountability to their work. The real question is—are you creating a culture that inspires commitment or just enforcing compliance?