The Decision Book exercise led to a fascinating discussion with another of my colleagues. I related my experience to-date and suggested he give the experiment a try. We both acknowledged that there was no reason to fill a Decision Book with commitments to clients because those are a given. Accountability isn’t an issue. We always meet those commitments.

My friend went on to suggest the same is true of any decisions he makes that promise something to someone else. He always delivers. Period.

I agreed.

So if we don’t put commitments to others in a Decision Book, that only leaves commitments that we make to ourselves!

I asked my colleague what kinds of commitments he makes to himself. I was met with a lot of silence. At first, he suggested that if the decisions listed in the book have to be true commitments to himself, he would likely leave the book empty because he isn’t very good at keeping commitments to himself.

That’s when he had the big ah-ha.

My friend realized that he makes things happen by embedding commitments to others in his most important initiatives. To ensure he finishes his book, he wants to get under contract with a publisher. To market his consulting business, he develops partnerships where he contributes by speaking to a group while others organize the event and invite their best customers. While a win-win deal on one front, the true value to my colleague is in making a commitment to the organizers to prevent his own procrastination. Excellent insight and a great technique! And now that he is aware that he is using this technique, I expect he will use it much more often and effectively.

It’s hard to keep promises to ourselves and so much easier to turn to tasks that are urgent because someone else is waiting. If you are good at keeping your promises to others, use this to your advantage when you want to change your own behavior, tackle a personal obstacle, establish a new routine, or take on a significant project like writing a book. Go public with your decision and set yourself up to answer to those who now expect something from you. For example:

• Want to change one of your bad habits (e.g., interrupting people or always improving upon their ideas instead of acknowledging the idea and encouraging follow up)? Tell your direct reports and ask them to remind you if you slip up. You’ll be surprised at how rarely you need to be reminded.
• Want to establish an exercise habit? Find a partner to exercise with on a regular basis, someone who is counting on you to help them be more disciplined.
• Want to write a book? Contract with a publisher or an editor who will demand you make a deadline.
• Want to improve your public speaking? Join Toastmasters and pledge to give a speech every month until you are ready to take on any audience.

How well do you keep commitments to yourself?

What techniques have you used to increase the likelihood that you will meet those commitments?

Let me know your answers and I’ll share the best techniques in next month’s Clear Thoughts.