Negotiating Achievable Commitments
People sometimes make promises even when they know they can’t deliver. Everyone loses when this happens. Here’s how to avoid that trap.
I once observed a discussion between Sarah, a senior manager, and Rob, a software project manager, about a new project. “How long will this project take?” Sarah asked. “Two years,” replied Rob. “That’s too long,” said Sarah. “I need it in six months.” So what did Rob say? “Okay.”
Now, what changed in those few seconds? Nothing! The project didn’t shrink by a factor of four. The development team didn’t become four times larger or four times as productive. The project manager simply said what he knew Sarah wanted to hear. Not surprisingly, the project took more than two years to complete. Rob’s commitment to Sarah’s unrealistic six-month target was completely unachievable, and yet he made the promise anyway. Everyone involved — development team, management, customers — was disappointed.
Successful projects — and successful relationships — are based on realistic commitments, not on fantasies and empty promises. This article describes several ways to improve your ability to make, and keep, achievable commitments.
