Page 208 - Fearless Leadership

Honoring and Fulfilling Commitments 195

3. Counteroffer. I have a counteroffer.
4. Redirection. I am redirecting your request to the appropriate
person.

When committed partners make and manage requests, they turn com-
plaints or disappointments into positive action. Requests add rigor to every-
day conversations, provide clarity, and move people into action. Nothing
can move forward until action is called for and a specific request is put
on the table.
Making and managing requests requires that you are willing to accept
a “no” response to your request. It is not a real request if people do not
have the freedom to say no.
To make an effective request, clearly state what you want. Be precise
and exact. Eliminate all hedging and ambiguous language such as “I’d like
to have” or “Is it possible?” A clear and direct request is clean communi-
cation—for example, “I request that you meet with my group within the
next two weeks.” Be straightforward and put your request on the table so
people know exactly what you want.
The discipline of making commitments and requests breathes new life
and vigor into people and how they work together to manage results.
Commitments provide structure, direction, and boundaries, all of which
are essential for producing results and unleashing the power of people.
What makes commitments powerful is that they move us out of inertia and
into action. When this disciplined behavioral template is overlaid on an
organization, initiatives work, change happens quickly, and processes go
into high gear.

LEADERSHIP EXPLORATION
Responsibly Making, Keeping, and Revoking Commitments

Authentic commitments are distinct from casual, slippery, and pie-in-the-
sky promises. They represent a high standard of behavior that requires you
to be rigorous and disciplined in making and keeping commitments. You
must be willing to honor and fulfill your commitments and responsibly
revoke them if it becomes necessary. Examine your behavior in this area by
answering the following questions, and ask others to assess your behavior: