Scaling Human Systems: Making and keeping commitments
This is part 3 in a series on organizational design and growth.
What it means
Taking responsibility for action, and following through. Every time.
Why it’s important
Commitments are a cornerstone of collaborative teamwork. Knowing what to expect from others makes it possible to plan beyond your own work. If you aren’t sure whether a task will be completed, you carry that uncertainty as low-grade anxiety, which accumulates and creates cognitive load. You may even spend extra time checking back to make sure the need has been met.
Old status quo
Most work happens without an explicit commitment at all. Consistency is highly variable from one individual, team or circumstance to another. Tasks fall through the cracks, and we may not even realize it until much later.
New status quo
When something needs to get done, someone agrees to take responsibility for it. When this happens, everyone involved can trust that it will get done. When exceptions happen, we acknowledge them, and seek to understand what happened so that we can do better in the future.
Behaviors that help
Make commitments explicit: say “I will take care of that”, and record that commitment somewhere, preferably in a shared work space where everyone concerned can see it. For example, meetings should generally result in decisions and commitments to act. Write them down, and check back on the commitments at the next meeting to confirm that they’re done.
Hold yourself accountable: Follow through on your commitments visibly, e.g. reporting back the next time you see each other. If you’re unable to deliver for some reason, apologize and explain.
Hold others accountable: Expect these same behaviors from others.
Celebrate success: Thank others for following through on their commitments.
Learn from failure: When commitments are broken, it should be treated as an exception. Something went wrong, and we should work to prevent it in the future.
Balance your workload: Doing fewer things at a time will help you complete them much faster and more consistently. If you don’t have the bandwidth to take something on, say no. Make space for someone else to take it, or ask for help. If you are unsure about whether you can commit, you probably shouldn’t.
Obstacles that stand in our way
Fatigue: It’s hard to commit to something new if you already feel overwhelmed by the status quo.
Slack is an essential component of any change. If we’re 100% busy just keeping the lights on, we’re not getting better at what we do, and that road leads to mediocrity
- Cynicism: If past commitments have been made but not kept, people can become cynical about setting goals and priorities.
- This needs to change. Setting and achieving goals needs to be normal, respected and valued behavior in the company.
Unclear roles and responsibilities: This makes it hard to tell who should take responsibility for getting things done