An agreement is a contract for mutual benefit – I get something, you get something. It also states any limits to the mutually agreed terms and conditions. We agree to do and/or not do certain things, and that’s the extent of the contract. Anything beyond the scope of the agreement is not part of the deal.
A commitment, on the other hand, is deeper and more comprehensive. It usually doesn’t contain limits. With commitment, there’s no going back – no limitation is recognized. In the Biblical sense, this is called a “covenant.” It’s the equivalent of the modern phrase, “I’m going all-in!” A covenant is to commitment as an agreement is to contract. Covenants often relate to causes that are worthy of sacrificing one’s freedoms or advantages.
For example, upon the birth of my son, my commitment to him was absolute. I didn’t reserve anything contractually like, “except in the case of…” My position was that I’d do whatever was required to give him the best shot at a good life. In fact, I’d willingly give my own life for him if needed – no limits or restrictions. That’s a covenant.
Similarly, when I enlisted in the US Armed Forces, I made a covenant with my willingness to give my own life, if necessary, in service to my country. However, this was more of a hybrid – a covenant within the limits of an agreement combined with commitment elements. My contract and commitment both ended after I served my six years and was honorably discharged from the Army.
At work, it’s not reasonable to expect a covenant-level commitment from our coworkers. Still, we do have the right to expect that they and we will keep our agreements. Is this to say that we cannot expect anything more than what’s stated in a job description or employment agreement? The answer is yes, and no.
It’s yes if all we are is an employer, and all they are is a production unit – an employee. In this case, living up to the written, legal agreement requirements is about all we should expect. There are circumstances where one can justifiably say, “That’s not my job.”
But it’s no if the parties are open to greater possibilities. Agreements don’t necessarily limit what people are willing to give to their career or expect from it. Much more is possible.
You could say, “It’s not reasonable to expect more than the employment agreement states.” I would agree, but “reason” has nothing to do with commitment. Commitment isn’t made with the head. It’s made with the heart and transcends reason or logic.
Why would anyone ever give more than they’re required to? The answer is because they want to. Not need to, nor should, but rather because they desire to do so. They feel compelled to do it. They want to do it.
That, my friend, is the real root of motivation. It’s where the motive to do is greater than the reasons not to. The word motivation is a combination of two words – motive and action. A motive without action is simply a dream or wish. An action without a motive is merely random behavior.
Why do some people go beyond what’s expected of them while others only fulfill their agreement to the letter? Part of the answer is the existence or nonexistence of motivation. Like the employee who says, “It called for 3 units of work. I’ve done 3, now I’m going home.”
Motivation by itself isn’t sufficient, though. I’ve found that the stimulus to commit beyond the expectation usually comes from the heart. We do it because we care. It could be that we care about taking pride in our work or our profession, or we care about the customer or the company. But caring is the special sauce that makes the difference. Caring is contagious, and it must start with the employer – it’s a top-down phenomenon.
In a marriage, if two people stand at the altar to take their vows, and one states, “I do, till death do us part!” while the other says, “Yeah, I’ll give it a try,” then you know that the marriage is doomed. There must be mutual commitment if it is to endure, and the mortar is caring.
Likewise, at work, mutuality is needed, but it must start with you, the boss. When you hire someone, you’ve invited them into your business family. You have, in effect, adopted them. Once adopted, they are no longer an outsider. They are now officially a family member. They deserve the rights, privileges, responsibilities, and duties that go with being a part of that family we call the team.
For my own company, when we hire someone, I have them sign a “role agreement” that outlines exactly what I expect from them as a worker and as a person. It also stipulates what they can expect from their coworkers and me. I allow them to edit and add to this document before we both sign it. It’s not just a list of duties. Instead, it tells them the outcomes I expect from their contribution and the privileges and rewards I’ll provide in exchange for their commitment-in-action.
The first item on the list is, “We agree to never lie to each other. Any lie will trigger a retroactive two-weeks-notice of termination, effective immediately.” That’s a very controversial clause to many, but, for me, it’s essential. The only information that can be used for good, even when it’s bad news, is the truth. So, no matter what, we agree to tell each other the truth. Deception is just a delayed problem. It’s an “ugliness bomb” with a long fuse.
Complete honesty is the only sensible way to deal with one another. So, when people are on your team, commit to doing right by them all the time. When you’re the team member, commit to going all-in for your employer, coworkers, and yourself.
Jim Cathcart is a business growth mentor. He helps achievers and success-seekers to streamline their lives and invigorate their businesses. A long-time friend of ATRA and contributor to GEARS, you can reach Jim at jim@cathcart.com. Based in Austin, Texas, and on the internet almost everywhere you look!
