The Hazards of Best Effort Commitments
As leaders, we navigate lots of complexity on a daily basis. We are always being asked to do more, faster, and better. That’s just part of the job. But, with so many demands placed on us, we are often oversubscribed and struggling to keep everyone happy.
We’ll do our best and try to squeeze it in when we’re blocked on something, or do it at the end if there is time.
In moments like this, when we are asked to do one more thing, we might find ourselves saying things like “No promises, but we’ll do our best”, “we’ll try to work it out” or “We’ll do it at the end if there is time”. We’re trying to give people the message that we’ll give it our best effort without actually committing to the request. This is where things can go very wrong. We think we’re doing the right thing by trying to squeeze in something that we don’t have time to do, and that the other person will be happy if we happen to deliver something, and not surprised if we don’t. But that’s not what’s going to happen. If we don’t deliver they will be disappointed and surprised. In this article, we will explore the perils of best-effort commitments and provide strategies to navigate these hazards effectively.
Unrealistic Expectations: The Fragile Promise
Effective collaboration relies on trust and clear expectations. These best-effort commitments lead to unrealistic expectations. When we express uncertainty about our ability to deliver, we inadvertently create false hope. When we say things like “we’ll do our best”, or “we’ll try to get to it at the end”, we think we’ve clearly communicated that we likely won’t do this, but maybe we’ll get lucky. It’s a way of saying no, without saying NO. However, the other person only heard “I’ll do it”. Obviously, that’s not what we said, but that is often how the other person perceives the conversation. When we fail to deliver, then those unfulfilled expectations can strain relationships, breed disappointment, and erode trust.
Trust: The Foundation of Strong Relationships
Trust is the cornerstone of effective teams and collaborations. Without it, it’s difficult for these relationships to thrive. Making best-effort commitments that go unfulfilled damages that trust. It creates doubt in our reliability and undermines the credibility we have worked hard to establish. To maintain and strengthen relationships, it is crucial to align commitments with our capabilities and resources to deliver on our commitments and build trust.
Time: A Valuable Commodity
Time is a finite resource for both ourselves and others. When we spend cycles on these weak commitments, without a clear plan for success, we waste valuable time. Others may rely on our work, only to be left waiting indefinitely. We also risk wasting the time of the people doing the work. When projects drag on for too long, as we try to “fit it in” when we have spare cycles, they can cease to be relevant and need to be shut down. All the time put into that work will be for nothing. Or worse, it may need additional effort to undo what’s already been done. Respecting the time of others is essential to building trust and sustaining effective collaboration.
Missed Opportunities: Balancing Commitments and Growth
Leadership requires us to balance our commitments and seize growth opportunities. Overcommitting our teams diverts resources and attention from more strategic initiatives. By prioritizing uncertain commitments over critical work, we risk missing out on new projects, partnerships, and transformative opportunities for our products, teams, and ourselves. As leaders, we must carefully evaluate the broader landscape, allocate resources wisely and not toil over the unimportant. After all, if it were truly important, we would have prioritized the work and staffed it for success and would not have allowed ourselves to only commit to our best efforts.
Setting a Transformative Example
Leaders play a pivotal role in setting the tone for engagement and commitment-making with our teams. When we make best-effort commitments, we inadvertently create a culture of unfulfilled promises. This undermines trust and hinders collaboration. By exemplifying honesty, accountability, and responsible commitment-making, we inspire a culture that prioritizes meaningful engagements and cultivates strong partnerships. We create an example that shows our teams that it is ok to say NO and that we are better for having done so.
Embracing Authenticity and Accountability: Guiding Leaders Forward
Here are some actionable steps to promote authenticity and accountability, enabling leaders to build trust, strengthen relationships, and foster productive collaborations.
1. Clarity in Commitments
Approach commitment-making with clarity and transparency. Rather than making best-effort commitments, clearly define what can be delivered, by when, under what circumstances, and what can’t be delivered. Clear communication establishes a solid foundation for trust and effective collaboration.
2. Strategic Evaluation and Resource Management
Evaluate commitments strategically, considering organizational goals and available resources. Assess whether proposed commitments align with strategic priorities and capacity. By aligning commitments with overarching objectives, we can optimize resource allocation and prevent overextension. Staff the effort for success. Understaffing will put the work at risk and is essentially the same as a best-effort commitment.
3. Open Communication and Collaboration
Promote open and honest communication with our teams, partners, and stakeholders. Engage in proactive discussions, seeking mutual understanding and alignment on what is in scope and what is not. By fostering a collaborative environment, leaders can address challenges, manage expectations, and build trust in their relationships.
Conclusion: Nurturing Successful Collaborations
By navigating the hazards of best-effort commitments, we can establish a solid foundation of trust, effective communication, and shared objectives. Through clarity, strategic evaluation, and open collaboration, we can build strong and mutually beneficial partnerships. Here are some key takeaways for us to keep in mind:
Prioritize clarity and transparency when making commitments. Clearly define what can be delivered, by when, and under what circumstances to avoid creating unrealistic expectations.
Evaluate commitments strategically in the context of organizational goals and available resources. Ensure that the commitments align with strategic priorities and capacity to prevent overextension.
Foster open communication and collaboration with partners and stakeholders. Engage in proactive discussions to manage expectations, address challenges, and build trust.
Be mindful of the value of time for both ourselves and others. Respect the time of partners by fulfilling commitments promptly or communicating any necessary adjustments.
Lead by example and demonstrate authenticity and accountability in commitment-making. Set a positive tone for the organization by fulfilling our promises and building trust with partners and stakeholders.
As leaders committed to nurturing successful relationships, we must understand and avoid the perils of best-effort commitments. By embracing clarity, trust, effective communication, and responsible commitment-making, we can cultivate partnerships that thrive and drive our organizations toward greater achievements.
