Doing what you say

Commitment means doing what you say, not saying what you do. 

Doing what you say you will do Not accepting work below standard Not shipping product below standard Improving processes... 

An obligation a person or organization undertakes to fulfill i.e. doing what you say you will do. 

Do what you say you are going to do. If you say in the last paragraph that you will call next week, you should call next week. If you say that you are available in the evenings after 6 p.m., then you should try to be home and available to talk at this time. 

During an audit, the supplier aims to present its quality management system, demonstrating the qualification strategy ("say what you do") and the documented evidence that everything is followed during development of a new release ("do what you say"). 

Always be clear on project agreements and other matters. Do what you say you will do and stay within the parameters of the project definition. 

Commitment People who are dependable and reliable are not only show consistency, they demonstrate commitment. When you follow through on a promise or pledge to do something, you send others the message that they can count on you. You can be trusted to do what you say you will do. Making a commitment and honoring it builds trust in both intention and ability. 

As stated above, commitment is not something for which you can legislate. The management has to be committed to quality in other words it must not knowingly ship defective products or give inferior service. It must do what it says it will do and no less. 

It is quite normal to provide sufficient resources to produce product. However, when it comes to verifying that you have done what you say you will do, there is a tendency to underestimate or to cut verification resources when costs escalate. These cuts are often seen as a risk worth taking. Another common weakness is defining requirements that are desirable rather than essential and then not verifying that they have been implemented. Being able to demonstrate provision of adequate verification resources is another sign of commitment to quality (see Defining commitment to quality above). 

Armando Aranda What you say is actually deadly serious indeed, and I wonder whether the problem comes from the science and the scientists or is it the political and social system that then takes the science that is useful for its purposes Or is it an interactive situation, a certain attitude or ideology breeds a certain kind of science or do they feed back each other ... 

Worse, entrepreneurial spirit became the ticket to noncompliance. In effect, we had over 1,800 different businesses under one roof - each of our stores was run like a separate company. People said, Hey, I m an entrepreneur that means I m not going to do what you tell me. As a company, that meant we could not go to a vendor like Ortho, buy an end cap of home pest control, and put it in every store. When we sent it to the stores, the store manager might well invoke the entrepreneurial spirit and say, It s my store I choose not to participate. As a store manager, I was just as guilty of this as everyone else, second-guessing every decision that came out of the Store Support Center at corporate headquarters. 

A second critical element is for the organization to provide its employees with the same type of service that they expect them to deliver to consumers. It is not acceptable for the organization to espouse service commitment to consumers but not to its own employees. Everyone in the organization, from the executive suite to the recently hired, lowest-paid employee, is in the service business. An employee who cannot get problems regarding his or her benefits resolved in a timely and professional manner by the human resources department is likely to provide inferior service to consumers. It is what you do, not what you say, that counts in dealing with service employees. Research has indicated that service industry employees who perceive fair treatment by their employers are more likely to treat customers fairly in return (Bowen, Gilliland, and Folger, 1999). 

So we can talk diversity, but it is going to be a long time before you get some of the smaller companies to pick up on this diversity. Basically, with all these companies it is the bottom line, and the bottom line means making money. It is still a situation in which the last hired is the first fired, I do not care what you say. If you look at any corporation that starts downsizing, you will see who are the people who are gone first. 

Think about how you choose the words you use when you speak to people. Do you use different types of words for different people Do you think carefully about what you say and which words you will use How much are you aware of your own diction ... 

He laughed out loud. Dearest Em. You do what you like and say what you like. I don t care. Marrying you was the worst bit of business I ever did, as it turns out, but don t think I didn t have my eyes wide open. I ve always known exactly what you are. ... 

William Wakeham We have worked out our full overhead rate using fairly simple, but government-approved, rules as to how to cost our activities. We know, for example, by survey, how much time our academic faculty spend on research and how much time they spend teaching. Once you have this information, you can cost all of your research activity and prove what the costs are. And in negotiations with a multinational company, you have to prove this and a lot of other things about what you say. If you say your overhead is x, they want you to prove it. And you have to be able to. Traditionally this is not easy for a university. One of the points I made in my presentation was that we employ people who are from industry in our industrial liaison office. They can do these calculations in a hard-nosed way and in a way that the people on the other side of the table will appreciate. 

Now parents are encouraged by the counselor to say "There will be times when we will make demands for you to do what you don t want to do, and we expect you to comply. There will be times when we will set limits on your freedom that prevent you from doing what you want, and we expect you to obey. There will be times when we will ask questions that you would rather ignore, and we expect you to truthfully andfully answer. There will be times when we will confront you on issues that you would rather avoid, and we expect you to be willing to discuss them. There will be times when we will let you take your consequences., and we expect you to take full responsibility for the bad choices that you have made."... 

While you re rehearsing, you may want to watch your facial expressions in a mirror. Are you smiling and enthusiastic, or do you look somber and serious Observe how your facial expressions affect your tone. When you re smiling, your voice sounds friendly, pleasing, and warm when your expression is somber, your delivery may sound flat. Vary the tone of your voice and the tempo at which you speak. This will help create interest in what you say, especially if your interviewer s attention seems to be momentarily drifting away. 

Not quite. Norfolk is an English-ethnic planet so we do learn something of our heritage in school. I know that the England of what you say is your time was a pure Anglo-Saxon culture."... 

It is here that we need to stop and think. Think about what, you say About speed, and its impact. Why What do we need to think about We just need to learn how to go faster, doing the same things we have always done more efficiently. Just like speeding up a manufacturing process or using technology to provide more information to governmental decision makers. 

What you do, or fail to do, speaks louder than what you say and do not say (or write). Demonstrate your concern for your employees by committing resources to the prevention and control of unsafe conditions, to safe work practices, personal protective equipment (PPE) where needed, and training. Whenever you demonstrate a willingness to put safety before short-term production goals, your actions forcefully and clearly state and dehne your policy [2]. 

It s often been said, You are what you do, not what you say Leading by example is the best measure of commitment. Vince Lombardi once said, It s not whether yon get knocked down, but whether or not you get back up. Commitment and continuous improvement go hand in glove. Not unlike encouragement, commitment is a gift we give each other. 

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