In my recent article for 𝐓𝐡𝐞 𝐔𝐧𝐬𝐩𝐨𝐤𝐞𝐧 𝐑𝐮𝐥𝐞𝐬 𝐨𝐟 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩, I talk about why promises are so central to execution. The reason is because they’re personal.
Promises are personal commitments made by one human being to another. This may sound soft, but without someone’s personal commitment to make something happen, the odds that it will get done—and get done in the right way—go way down.
It’s actually very practical. A person’s objective, target or strategy—even someone’s job description—isn’t the same as their personal commitment.
This is why, when I work with leaders whose teams aren’t executing well, I’ll sometimes ask, “Which would you rather take to the bank—someone’s targets, their job description, their feelings that day, or their personal promise to you?” And then we get to work transforming their team’s promises and performance.
You can learn much more about how making better promises can transform your team’s leadership performance in my new book, “Full Contact Performance: The Internal Art of Organizational Collaboration.” Or, feel free to contact me and the team of Full Contact coaches and consultants at Full Contact Institute: firstname.lastname@example.org.