After I wrote about putting a promise – an agreement for an appointment, a delivery, etc. – in your schedule, I got an email from my dear friend Josh. He reminded me that scheduling a promise is the same thing as “creating an occasion” for something, and that any promise often involves creating more than just one calendar entry. He said:
Meet Bob at Chipotle at 10:30, is quite simple to think. (Or even forget.) But to actually fulfill it will likely require many actions – each of which will take some duration of time. Working backwards from the actual appointment: Get settled at the table in Chipotle; Walk in the door; Get a place to park; Travel amidst traffic; Pack my papers for the meeting; Shower and dress; Etc. It’s not quite the simple “10:30” to fulfill, but rather many other minutes, nay, hours, to make that “10:30” happen.
He’s right. Even though a lot of those things are already built into to our day – shower and dress, for example – we often forget to identify the specific time required to do the preparatory work associated with a successful promise.
I had an example of this the other day when I met with a former client to discuss the fallout from a project we had done last year to improve communication in her small company. As I left for the meeting, I grabbed the folder from the project, but it never occurred to me to bring copies of all the feedback I had received from her managers over the course of that project. My bad – she wanted to discuss a particular manager and I did not have the specifics on that person’s assessment about his role in the company. I kept my promise to be at the meeting, but generic information was insufficient for a deeper conversation on next steps. We completed the discussion on the phone the next day.
When we make promises, we usually create a good understanding of What we are going to do (go somewhere, do something, or deliver a product or service), When we will do it (before Friday at 3:00, on Tuesday at noon, or by the end of the work week) and Why it matters (to gather ideas about Topic X, get in a golf game before leaving town, or propose a new project for a profitable business deal). NOTE: If you drop out any of these What-When-Why pieces, you have a “hope”, not a promise. Now I can see I was pretty weak on understanding why she wanted the meeting!
But scheduling a promise also requires a good look at the other three “journalist questions”:
- Who else has a role in this matter, either before, during, or after the completion of the promise? Does someone else have useful or necessary information, or need to be included in communications? This was the step I omitted – I thought it was an informal meeting, and was too occupied with my own relocation project (we moved!) to consider that she might want to discuss future work with me.
- Where will you look to get any resources you need? Where will any resulting products or decisions be delivered? Are there other locations relevant to the occasion? I should have brought all my resources, no matter how bulky.
- How will the promise be fulfilled? Think through the steps, the players, and the information to be sure you see all the tasks and actions necessary for successful completion of the promise. I wasn’t looking at fulfilling anything but being there to talk with her.
Scheduling the fulfillment of a promise requires getting clear on what “fulfillment” means. That includes identifying the players, resources and results, and an action plan. If the promise is simple – meet Bob at Chipotle at 10:30 – and that’s all there is too it, then put it on the calendar. But if there is something to be fulfilled at that meeting, then a little more thinking is needed to be responsible for all the other actions that will support a successful outcome.