More often, I fulfil commitments to others than I do with self-commitments. As the leader of the school’s hockey club, I am committed to improving our performance by introducing new tactics, enrolling more players and engaging in more practice and training activities. One time, I committed to my time that we would bring down our rival team in a match and at the same time I made a self-commitment to improve my grades. I strived to ensure that we did enough training and learnt new field techniques and, in the end, we achieved the result and as promised, the best players received awards. However, I neglected my self-promise to improve my grades due to time constraints and difficulty in striking a balance between hockey and academics. I felt less sorry for disappointing myself than if I had disappointed my team. The consequences were tough on me as I had to retake some course units. If I had posed to reflect before committing and delivering, probably I would have chosen to commit to myself than commit to others or, better yet, found a balance between the two commitments. Nonetheless, when the two are not in competition, it is important to fulfil self-commitments for self-approval and improvement and commitments to others to enhance credibility.
Working as the sales representative for a small company introducing a new brand of soft drinks in the market made me realize that I walk my talk. Instead of giving directions from the office, I knew my trades perfectly and would get involved in the actual work. I would accompany my sales and marketing team to field visits to popularize the products. I would pitch customers the same way as my team members boosting their morale and eventually achieving great results. Getting involved in the trade gives a leader a snapshot of marketing challenges making them strategize ways of making the work easier for their team having experienced the challenges first-hand (Boies, Fiset & Gill, 2015). Walking the talk helped me trust the employees more and enhanced my credibility with them.
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