Do you really deliver what you say you will deliver to your team or your management? Delivery is a big deal when it comes to defining your value to the work you are doing.
Eric tells the excellent personal story of needing to get his air conditioning fixed in Dallas — not so much for him as much as to save his Chinchillas who can’t survive temperatures above 75 degrees. In calling repair places, he landed on Dwight’s Heating and Air in Sachse, TX, a locally owned and operated air conditioning place.
A real person answered the phone. Dwight walks Eric through a troubleshooting process and they, together, determined it wasn’t fixable without a dispatch. Dwight says that he will call Eric in the morning to give a time to be there based upon his schedule. Dwight calls the next morning and tells him the window and that he will call 30-minutes out from the house. Dwight calls 30-minutes out to make sure everything is ready. And, oh-by-the-way, fixes the air conditioning unit.
But, as I said in my comment on Eric’s blog, you had no doubt he would fix the air conditioner, right? You knew he would because he had already built the confidence up and delivered on his commitments before ever getting to the house.
And that’s Delivery Defined for Cubicle Warriors. Build your personal brand of delivery by saying what you will do on the job, doing the work and delivering as promised. And, if unable to deliver in time, tell your manager or team early so there is still time to work a contingency plan.
It’s real simple to explain. It’s harder to consistently do. But, when I first became a manager, I was stunned at how often people would say they would do something — and never deliver.
It was an eye-opening experience for me because when I said I would do something, I always did. Small-town upbringing or something; I got it as part of my cultural DNA. It was the “a-ha” moment on how I became a manager — I delivered what I said I would deliver when I said I would or communicate early that there were issues.
As a consequence of non-delivery delivery, I now record all commitments of mine and my employees — and follow-up with the people making the commitment to ensure they are completed because I need to in order to preserve my personal brand of a delivery manager. Think how well you’d differentiate yourself and your personal brand if I never had to record your commitments because you always delivered.
Do you want to stand out compared to others? Do what you say you will do when you say you will do it and inform as soon as there are issues where you might not meet your deliverable.
It’s that simple. And, yes, you can change the world just like that.
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