Broken promises

28 06 2007

“The best way to keep one’s word is not to give it.”  Napoleon Bonaparte

It’s too easy to make a promise.

We promise the customer that the product will work, solve their problem, and maybe change their lives.

We promise our coworkers that our part of the work will be delivered on time.

We promise our business partners and suppliers that we they can count on us.

We promise to follow up after the initial sales call, that we will always be there with customer service.

We promise that our priority is the customer and the customers satisfaction.

We promise to hit the sales goals and meet the budget.

All our promises are all full of good intentions, it’s what people want to hear, it’s what we want to deliver.

But, can we guarantee that we will deliver?

Never take a solemn oath.  People think you mean it.  Norman Douglas

The best way to ruin your reputation and lower your ability to lead and manage others is to promise something and not deliver.

We make a promise because it gives others confidence, it seems to make negotiations easier and it reflects our hope that all will go as planned.

“All promise outruns performance.”  Ralph Waldo Emerson

A common error of new managers and leaders is the perceived need to make promises to their organization and team.

Don’t promise it.

Promises are very powerful compromises, but extremely fragile and difficult to achieve.  Take care when offering them to others.  

In the place of promises, offer firm plans, describe actions and possible outcome, dedicate the time and resources required.

Do more than you say you will.

Perform, don’t promise.

“It is an immutable law in business that words are words, explanations are explanations, promises are promises but only performance is reality.”  Harold Geneen

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20 ways to guarantee failure as a manager

15 06 2007

A guide for the new leader who wants to alienate all employees and fail as quickly as possible in their new management position

  1. Immediately purchase new office furniture and redecorate your office.  Spend a lot of money and make your office look very different from any other office in the company.
  2. Insist on new computers, cell phones and software for your use only.
  3. Spend several days working on your title, the press release announcing it and how your business cards look.
  4. Insist and “fight over” small insignificant details and decisions in meetings, leaving big decisions and “big picture” items in limbo.
  5. Treat the people in the organization as if they are there for your convenience and well being.  Be as rude as possible in your communications.  Demand, never ask.
  6. When in meetings and conversations, always answer the ringing telephone, type and send Blackberry messages, read and respond to all incoming email and instant messages.  Interrupt frequently and ask people to repeat themselves because you were busy.
  7. Plan company workshops or events aimed at creating a new atmosphere of “community” at work for weekends or after work hours, and preferable with short notice.
  8. Avoid sharing any information about your goals, ideas and strategies about the company with employees.  Always talk about theory, never get specific.  Keep it fuzzy and out of focus.
  9. Don’t listen to any ideas, solutions or complaints from employees or managers who report to you, especially if they have been with the company for a long time.
  10. Make strong permanent opinions about the company and employees, solely on the basis of discussions with top management and the business owners.
  11. Take lots of “business trips”  and attend every professional seminar and conference possible, do not take anyone from the company with you.  This is especially effective if the company is suffering from cash flow problems.
  12. Talk about implementing massive changes, re-inventing methods and strategies, promote innovation and tell everyone that money is not an issue for them to worry about, at the same time focus all your energy on cutting costs, and minimizing the organization.
  13. Immediately terminate some employees because someone told you to do it.
  14. Insist that everyone in the company learns how to work with a new software program that you like.
  15. Request reports and analysis from all managers and department heads, then several days later, repeat the request.  Don’t read or respond to any report and never acknowledge that you have received it.
  16. Schedule many inter-departmental meetings at odd hours, don’t provide an agenda, then cancel them at the last minute, or just don’t show up.
  17. Always refer to customers as if they were something evil and undesirable.
  18. Constantly remind employees that before you came to the company they were primitive and uneducated, without a clue as to what business is all about.
  19. Hire consultants, lots of consultants, expensive consultants are best.
  20. Never make a decision by yourself, always try and find total consensus on all issues.

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