Promises

We all make promises. Sometimes we say we will do something, other it’s just the mere fact that we are in a certain position that “promises” we will act in certain ways and not in others.

Promises are extremely complicated. Once a promise is made, a pact is established. Nobody likes to be break pacts, yet it is a fact of every day life that most promises are not kept. We forget about them, we do not have time to actually stand by them, we change our mind, we probably did not intend to commit in the first place but thought it was nice or appropriate in the moment.

I found few things to help when it comes to promises and acting on one’s words.

Promise little. Wanting to please people around us is normal, and so we tend to say we will do things even when we already know we don’t have enough time or energy, we don’t really care, we have not the skills to, and so on. Be honest with yourself in the first place, and promise only what you know you can deliver.

Be specific with the promise. Tell what you will do, how, when, with whom, add as many details as you possibly can. This will help you set a plan in your mind that will eventually make it easier to stick to your word. This is particularly helpful also when the promise is done because of the position you are in: if you start in a lead role, it is for example very useful to sit down with the people you will lead and set clear expectations about your role.

Remember and do. This is the tricky bit. Promising little will help you remember, and being specific will help you with doing. Yet eventually, you will still have to follow up on the promise. Doing it is ideal, yet if for any reason you realise you can’t, you will still have to openly and candidly tell something like: “I know I said I would, and for this and that reason it is not possible right now”.

There’s always a reason

Why are things the way they are?

This is a question we often fail to ask. Yet it is so important to address that before we even attempt change.

Is there something I am not seeing? Is the current situation serving somebody’s purpose? What would the reaction be if I would change that? What is the type of behaviour I should expect once the change has been implemented? Have I talked and listened to people that are involved? Did I consider the different aspects that have contributed in building the context?

Clearly, it is a thin line between asking and remaining stuck. We need to know when we have enough information to take a considerate decision about moving forward (or not). And asking that question will help us being more thoughtful and kind towards those who will see the change as a threat.

 

In search of others

Others do not owe it to you to treat you in a certain way because of your status or position.

Your wife will not treat you with love and care simply because you are a husband. Your kids will not look up to you in admiration all their life simply because you are a parent. Your employees will not seek guidance and listen to your advises simply because you are the boss. Your customers will not look forward to your next product or service simply because you are a multi-billion dollars organisation that can lobby their way through disliked laws and taxes.

It is important to remember two things.

First, treat others the way you’d like others to treat you. Be loving and caring with your wife, give time and attention to your kids, listen to your employees and empower them to take responsibilities, pay your fair share and give back to the community your customers belong to. That is a great first step. It belongs to you, and you don’t have to wait for nobody to give you permission to act that way.

Second, reward the behaviour you seek from others. A simple “thank you” can go a long way in many circumstances. Yet, as it will wear out soon enough, be ready to double down on rewarding in the long term. This requires that you know the people around you, and if you have been good with the first step, it will come easier and more natural.

What comes first?

If you have something you are proud of and care about, rather than starting by listing all of its benefits and advantages, first ask.

Who is it for?Who is the audience, what are their characteristics, where do they hang out, and with whom, and for what.

How does it help them fulfill their purpose?What do they think about themselves and the world they live in, how do they want to shape their world, where does my idea stand in achieving this, will it be a tool in their hands, or the purpose itself, or a way to understand something before they go there.

Why should they care?How is my offer different from the other thousands (yes, there are that many), how can I make it different, what twist should I focus on, what should I avoid speaking of, what does resonate and what does not.

As much as they seem trivial, these questions often leave entrepreneurs and start-up founders speechless, or stuttering at best. It takes time to answer them, yet they can take you a very long way in understanding what to do next, where to take your idea, how to invest your next euro.

On this note, here is the bit that spakerd today’s thought (follow the link and check the video).

https://platform.twitter.com/widgets.js

Wisdom

One of the things that most resonated with me from what has come out of Davos this year, are the words of anthropoligist Jane Goodall.

We have broken the link between intellect and wisdom. If we think of wisdom as love, compassion and making decisions not based on “how will this help me now”, “how will this help my bank account”, “how will it help in the next shareholders meeting”, “how will it help my next political campaign”. But “how will this decision I make today affect future generations”.

Jane Goodall

It is a most profound thought, and one that is applicable to many of the decisions we take day after day. How often do we stop to ask about the impact of our actions, words, choices on others?

Practicing wisdom also means using your knowledge for the greater good. It is a trait we need in leaders and businesses, nowadays more than ever.