“You can force a cow to the river, but you cannot force it to drink water.” – African proverb
In many Nigerian organizations, leaders celebrate compliance as if it is commitment. Employees arrive early, complete tasks, submit reports and mark attendance. Observers interpret these visible behaviors as evidence of participation. Yet beneath this surface, something deeper may be missing: emotional ownership, discretionary effort, and a willingness to challenge familiar routines for better results.
Compliance is visible. Commitment is cool. And performance is determined by the difference between the two.
Years ago, a well-known institution had entered a promising growth phase. Its product rollout was impressive, its technology competent and its brand widely respected. On paper, the execution seemed flawless. But inside the organization, many of the people charged with implementation were not fully confident that the client would embrace the new direction without strong education, regional support, and adaptation. He completed his assignment but did not pursue a conviction. Ultimately, the initiative performed poorly. Users praised this approach but were not consistently persuaded to trust it.
In contrast, a new entrant used the same opportunity differently. Its teams not only launch features; They lived them. Customer education, agent promotion, and marketplace presence were not departmental functions but organizational habits. The difference was not better technology but deeper belief – a sense that success required advocacy, not administration. The market reacted accordingly.
“Transforming compliance into commitment requires clarity of purpose, respectful accountability, and recognition of thoughtful decisions.”
The real estate and logistics sectors offer similar lessons. Residents are less likely to commit to properties where beautiful design is not matched by consistent infrastructure. Buyers don't appreciate online platforms that have a strong interface but unreliable fulfillment. In both cases, customers judge commitment, not compliance. They live where operational reliability matches ambition.
Leaders often take comfort from superficial indicators: attendance, performance reviews, strategy retreats, product launches, and internal reporting. But people can follow the instructions without the safety of the mission. They may give output without providing insight. They can accomplish tasks without regard to long-term value.
Commitment feels different. It asks whether the goal is worthwhile, not merely reachable. It respectfully questions assumptions. It emphasizes not just customer acquisition but also customer experience. It identifies risks earlier, not just after events occur. Commitment is not higher than compliance, but deeper.
Transforming compliance into commitment requires clarity of purpose, respectful accountability, and recognition of thoughtful decisions. Employees are committed when they understand why their work matters, see that their voice carries weight and trust that honesty will not invite retaliation. They remain committed when they sense a future for themselves in the organization, not just the current task list.
Leaders who want commitment must create security first. When truth is punished, commitment takes a back seat. When insight is ignored commitment weakens. When loyalty is measured only by consent, commitment becomes performance, not trust.
The African proverb reminds us: You can lead a cow to water, but you can't force it to drink. Leaders can demand compliance through supervision, systems, and sanctions. But the commitment is voluntary. It must be acquired, nurtured and maintained.
Organizations do not collapse because people fail to comply. When people comply without conviction and leaders mistake hard work for dedication, they reject.
For Nigerian business leaders, the essential question is not whether your employees are doing what you tell them. The question is whether they care enough to fight for what the business really needs. Strategy without commitment is paperwork. Commitment without security is temporary. And compliance without meaning is not performance – it is governance.
Dr. Olufemi Ogunlowo is the CEO of Strategic Outsourcing Limited, a leading provider of Personnel and Business Process Outsourcing services in Nigeria. He is also a regular columnist on employment and workforce strategy.
