At its most visible level an organization is a collection of people working together. What doesn’t meet the eye is that every one of those work relationships is predicated on a complex series of interconnecting promises between individuals.
In a small organization, Bob depends on Jorge’s promise to do something, be somewhere, complete some things by a particular time; just as Jorge is depending on Sally, Trinika, Ralph and Lamar to fulfill their promises to each other and to him. This is how the organization works. Each member counts on the other, whom they know, to do what needs to be done.
To lead a strong organization you simply must make making and keeping promises central to your standard operating procedures.In a larger organization, this same group of individuals working together might be a “department.” Collectively they represent a series of promises to other departments, who in turn have made a series of promises and commitments to other internal groups and external constituents.
Strip away the logos, offices, and ad campaigns: an organization is nothing more than a tapestry of interwoven commitments. Great organizations are those where promises mean something; where people can rely on one another, where trust isn’t an amorphous, remote ideal but the very fabric binding all disparate members of the organization no matter how far flung or otherwise disconnected.
Management consultant and business coach Chalmers Brothers in his delightfully intriguing book Language and the Pursuit of Happiness writes:
Think about what it’s like to be in an organization in which commitments are made publicly and clearly, [where] the vast majority of people take their commitments seriously, and are personally responsible for owning and actively managing their commitments.
In such an organization, they never are part of any unexpected, last-minute drops of the ball because they’re always on top of things, always communicating with people and re-negotiating, modifying commitments in real-time. Here, everyone expects promises to be kept and to be actively managed in all cases. Here, anyone failing to manage a commitment will be “called” on it, even by peers and subordinates (this is all agreed to ahead of time). Not in a super-negative, accusing way but in a way that is consistent with a culture of trust, responsibility; personal accountability and teamwork.
Now think about what it’s like to be in a company in which promises are allowed to slip and slide often, with many unspoken assumptions and misunderstandings, and with people not taking responsibility for managing their commitments. Think about the productivity impact as well as the “mood” impact.
In this setting, people often blame others, or always have a ready reason or excuse as to why X or Y didn’t get done. Real accountability is non-existent here, as gradually people at all levels slide into a kind of mild cynicism about virtually everything. People who’ve been on the receiving end of one too many broken commitment may begin to harbor a bit of resentment. It becomes much easier — and much more prevalent — to gossip and complain about others’ broken promises behind their backs. It slowly becomes the standard, the norm. Yet no real action to improve is taken. No conversation for the sake of making this better is ever held. Promises simply keep getting broken, commitments continue to be unkept and not cleaned up, agreements are allowed to slip by unfulfilled. Often, it's as if this topic — which is at the heart of things — is considered to be undiscussable — undiscussable, at least, in conversations which could actually move things toward real change.
To lead a strong organization you simply must make making and keeping promises central to your standard operating procedures. Likewise, honor the corollary tenets and practices of trust and accountability.
Start by making and keeping promises yourself. Insist on the same from everyone around you. Trust that others will honor their commitments, track your collective progress, and use the power of consequences to underscore your commitment to commitment.
Slainte
Gordon
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