"Unless commitment is made, there are only promises and hopes, but no plans." - Peter Drucker

A few years ago a client of our firm who had just wrapped up a three hour coaching session was walking out the door of our office. Don't forget to e-mail it to me by Friday,I overheard the coach say. Gee I don't know when I'm going to do it, I'm so busy this week, but I will try to get it to you,replied the client.

What do you think happened on Friday? Three guesses and the first two don't count.

As an eavesdropper in a conversation, it's easy to pick up on whether people are committed. You'll hear phrases such as I'll have it by,or or you can expect it by x date.People who make commitments use verbs such as willand give you a time and date. By Wednesday at ten,or on or before July 22nd.They say, By Friday at noon,instead of by the end of the week.

You can develop this powerful skill - the language of commitment, and it is really vital to your success. People who make and keep commitments rise to the top of their industries. I think itfs because it is so rare. We like and trust people who make a promise and deliver on it. We promote them, follow them, and believe in them.

Those of you who have my books know my mantra: set the intention, schedule the intention, and honor the intention. The key to the first step, set the intention, is to use the language of commitment. Start today, with your first interaction of the morning that requires an action step.

If you're not sure how to be better at it, start by listening to leaders you admire. Then practice what they do so naturally. Use commitment language in conversation and e-mails. Be clear about what you'll deliver, choose the commitment action verb, and let people know when to expect it.

The language of commitment is really valuable in project management. For example, if you're writing a memo or e-mail to several members of your team, instead of saying, let's try to wrap this up and send it out tomorrow, why not say, Margie please complete your part by 10, Craig, your part by noon, so I can review and send it to Shellie to edit by 4 pm today.It leaves no doubt as to who needs to do what, when, and everyone is able to plan their day.

A good way to evaluate whether your team is making real commitments is to watch as well as listen. Do they readily commit verbally to deadlines and actionsh or do they nod their heads and say Sure, no problem. Do they say look overwhelmed and say I should be able to or do they look you in the eye and promise, I'll have it for you no later than Thursday afternoon.

The way to encourage the behavior is to prompt people to be specific. If they say, I should have it by the middle of the week,you can ask, So Wednesday you'll have it to me by 2and make sure they say, Yes, by 2,or Well I have a meeting, so Ifll have it to you by 4.Instead of using the fatal phrase ASAP,or As soon as possible,set a time on the calendar. Could you bring this to a meeting on Friday at 9 A.M.? This verbal agreement makes life easier for everybody. It reduces tension and helps you create a high functioning organization.

There are some excellent books out there on getting things done. These books focus on techniques for setting priorities, breaking things down into smaller tasks, and managing your calendar. All great advice. In my experience those techniques only work if you have first made the commitment.

And commitment starts with what you say to someone else. Intention is expressed through language. If we don't practice the language of commitment, we haven't made a commitment. It's too easy to fudge a commitmentthat is only in your head.