I’ve always made a point of challenging staff to connect their daily activities to basic values and goals. If they encounter a conflict they cannot resolve, I encourage them to communicate this to a manager who can then make a decision. If an obstacle appears that might delay service to a client, we want to be early in warning them.
Managers should communicate to their staff: “In making commitments, engage seriously and be certain you have an in-depth understanding of the expected results. Collaborate with your clients to define success. If other priorities impact your ability to meet all or part of your commitment, communicate this early to your client.”
I’ve made this part of a concept that I call “getting the dailies” – getting the routine elements of the operation right every time so they don’t create crises.
- Have you mastered getting the “dailies” at your organization?
- What could help you improve the process of getting the routine elements right?
For more ideas about commitments and implementation read this chapter from Applied Wisdom for the Nonprofit Sector.