Exploring Marty Brounstein's Five Pillars for Building Commitment
- truthaboutlocalgov
- 5 days ago
- 4 min read
In today’s fast-paced and ever-evolving public sector, building commitment among employees is not just a managerial task—it’s a leadership imperative. Marty Brounstein, a respected author and management consultant, offers a practical framework known as the Five Pillars for Building Commitment. These pillars—Focus, Involvement, Development, Gratitude, and Accountability—are especially relevant for local government officers who manage people and aspire to grow as coaches.
This blog explores each pillar, summarises its core message, and applies it to the context of local government leadership and coaching.
1. Focus: Setting the Direction
The first pillar, Focus, is about clarity. It involves setting clear goals, defining expectations, and aligning team efforts with organisational priorities.
“When the focus pillar is strong, employees know what’s important, what’s expected, and what to accomplish.” — Marty Brounstein
For a local government officer, this means articulating a clear vision for the team. Whether you're leading a planning department or managing community services, your team needs to understand not only what they are doing but why it matters. This clarity helps reduce ambiguity and fosters a sense of purpose.
Application Tip: Use regular team briefings and one-to-one meetings to reinforce goals. Develop individual performance plans that link personal objectives to broader council strategies. As a coach, help team members prioritise their tasks and reflect on how their work contributes to community outcomes.
2. Involvement: Engaging the Team
Involvement is about participation. When employees are invited to contribute ideas and take part in decision-making, they feel valued—and that drives commitment.
Brounstein encourages managers to create an environment where people feel heard:
“Involvement builds ownership. When people help shape decisions, they’re more likely to support them.”
In local government, where policies and procedures can sometimes feel top-down, involving staff in shaping service delivery or internal processes can be transformative. It not only improves morale but often leads to better, more practical solutions.
Application Tip: Facilitate team workshops or suggestion schemes. As a coach, ask open-ended questions like, “What would you do differently?” or “How can we improve this process?” This empowers staff and builds trust.
3. Development: Growing Talent
The third pillar, Development, focuses on continuous learning. Employees who are given opportunities to grow are more likely to stay engaged and committed.
“Development is not just about fixing weaknesses—it’s about building strengths and preparing for the future.” — Marty Brounstein
In the public sector, professional development is often seen through the lens of compliance or mandatory training. But true development goes beyond that. It’s about nurturing potential, encouraging curiosity, and supporting career aspirations.
Application Tip: Offer stretch assignments, mentoring opportunities, or access to coaching. As a developing coach yourself, model a growth mindset—share your learning journey and encourage others to do the same. Use coaching conversations to explore career goals and identify development needs.
4. Gratitude: Recognising Contributions
Gratitude is a powerful motivator. Recognising and appreciating employees’ efforts can significantly boost morale and reinforce commitment.
“Gratitude is a powerful motivator that can inspire employees to stay committed to their work.” — Marty Brounstein
In local government, where resources are often stretched and public scrutiny is high, it’s easy to overlook the importance of saying “thank you.” Yet, small acts of recognition can have a big impact.
Application Tip: Celebrate team wins—big or small. Send handwritten notes, give shout-outs in meetings, or nominate staff for internal awards. As a coach, express appreciation for the effort your team members put into their development and performance.
5. Accountability: Owning the Outcome
The final pillar, Accountability, is about responsibility. It ensures that individuals understand their roles and are held to consistent standards.
“Accountability is not about blame—it’s about ownership and learning.” — Marty Brounstein
For local government officers, this means setting clear expectations, following up on commitments, and addressing underperformance constructively. It also means modelling accountability yourself—owning your decisions and learning from mistakes.
Application Tip: Use regular performance reviews and feedback sessions to reinforce accountability. As a coach, help team members reflect on their actions and outcomes. Ask questions like, “What did you learn from this?” or “What would you do differently next time?”
Bringing It All Together: Coaching Through the Pillars
These five pillars are not standalone concepts—they are interconnected. A local government officer who wants to develop as a coach can use them as a foundation for building a high-performing, committed team.
Focus provides direction.
Involvement builds engagement.
Development nurtures growth.
Gratitude fosters positivity.
Accountability ensures results.
By integrating these principles into your leadership and coaching practice, you can create a culture where people feel empowered, appreciated, and aligned with the organisation’s mission.
“Coaching and mentoring is a collaborative activity that requires both the manager and employee’s commitment to work.” — Marty Brounstein
Final Thoughts
In the complex world of local government, where change is constant and demands are high, building commitment is more important than ever. Marty Brounstein’s Five Pillars offer a practical, human-centred approach to leadership that resonates deeply with the values of public service.
Whether you’re managing a team of planners, housing officers, or community engagement staff, these pillars can help you lead with clarity, compassion, and purpose. And as you grow in your own coaching journey, they serve as a compass for developing others—and yourself.
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