We all want to consistently deliver on our commitments. But sometimes we just don’t do what we promised to do. We either under perform or we over commit. Except for the obviously inevitable scenarios, we need to practice honouring every commitment.
- Commit carefully. If you feel you cannot make it, communicate a NO respectfully. There’s nothing wrong in saying a NO. Do not please people by saying you will try when you don’t want to,
- You are not in competition. Your commitments should align with your priorities, pace capacities, resources and values.
- Don’t just try, wish or hope. Decide and be determined to succeed. Every morning create affirmation of how to be and what to do to move closer to success. Visualise yourself having achieved your goals. They are like signals to your mind and body to cooperate.
- Do not dilute your commitment with even a single thought of doubt of fear. Believe in yourself.
- First evaluate your timeline, check your capacities. If it aligns with your principles and you are certain you can do it, commit to do so.
It was apparent to the President that the GM would not be able to keep to his commitment regarding production targets. But he wanted to see how far his GM could take himself in his commitment. How much could he actually stretch himself and his team.
The team was stretched. The complaints had started to trickle in. The company social media started to see some sly messages about the horrendous work schedules that had been set up by the GM.
Then, the first boiler gave up. It was not designed for a work schedule like that. Running at full pelt for 16 hours a day. The GM had his head in his hands when the President walked in.
The President requested him to alter the schedule first. After that had been done, he asked the GM a pertinent question.
He knew he would fail and so why this kind of a commitment was done to the board?
The GM had no answer to that.
It’s when the President said that commitments aren’t made to not deliver or under-deliver, they were usually made to consistently deliver. Except for the obviously inevitable scenarios, it’s needed to practice honoring every commitment.
He then suggested that a new approach be immediately adopted companywide.
Commit carefully and commit to win.
The team would commit carefully. If the target wasn’t possible, a careful “No” is a good thing to say. There’s no “We can try” in the commitment business. No one to please by saying that. It’s honour to stand by the given commitment.
You are not in competition. Your commitments should align with your priorities, pace, capacity, resources and values of the company and yourself. So here you cannot try, wish or hope. Decide and be determined to succeed. Make sure, in fact.
Train yourself to visualise your goal and the path to it productively.
Personally, my dear GM, train yourself every morning to create affirmations of how to be and what to do, to move closer to success. Visualise yourself having achieved the goal and work towards it in a direct productive way. They are like signals to your mind and body. That’s the ultimate sign of positive thoughts turning to execution.
Caution yourself to not dilute the commitment and have no doubt or fear.
The President then cautioned his GM that should not dilute his commitment with even a single thought of doubt or fear. Believe in himself and train his team to believe in it fully. They will pull it off. Remind himself that he is a wise, sincere and disciplined person having duties that he is capable of doing but he needs to commit carefully and then be determined to carry out that commitment fully, unaltered.
The GM renewed his commitment and told his team. In a superb burst, the team put up the best performance that year that the board was jubilant about. The GM was promoted to VP!