Promise By Default

In both professional and personal relationships, trust is an unspoken currency. It is the invisible thread that weaves together human interaction. In our current era, there’s abundant information and rapidly produced words. This raises the question: What’s the true weight of our speech? Are they just products of vocal chords and keystrokes? Or do they have deeper meaning?

When we speak—whether to utter a phrase, make a statement, or share an idea—we’re doing more than just throwing words into the ether. Each utterance becomes a potential commitment, a implicit promise that often goes unrecognized. This calls into question the very nature of casual speech versus promises. It suggests that in a world where trust is earned in droplets and lost in buckets. Perhaps every word should be treated as an implicit promise.

How often have we felt betrayed by off-hand remarks, casual commitments, or ambiguous promises?

By treating each spoken word as a promise, both speaker and listener can develop a deeper mutual understanding and appreciation. The speaker becomes more accountable, while the listener can trust more fully in the integrity of the words.

Here’s the reality: Words are cost-free to produce. They allow us to make promises and assurances with ease, from declarations of love to professional commitments. Yet, the true cost arises not in the speaking but in the execution—where time, effort, and emotional investment are expended. It’s in the realm of action that words transform into a currency of meaningful value.

Treating every word as a promise is intriguing. However, digging deeper reveals its complexities.

Adopting such a mindset would mean the stakes of communication are elevated. This approach could compel us to speak more truthfully. Weighing every sentence and promise. However, it also risks hesitance. Moreover, the pressure of adhering to this ‘every word is a promise’ mantra would be enormous. It would be akin to walking on a tightrope—fun to watch, but maybe not as fun to do. This approach could suppress the free expression of ideas. Not every utterance should bear the weight of a binding commitment. There must be space for casual musings and evolving thoughts that don’t come with the burden of obligation.

Even without treating every word as an ironclad promise, there’s a balanced approach worth considering. We can be more intentional with our language. The goal is not to pit the value of words against actions. Instead, it is to find harmony between the two. We want our spoken commitments and our deeds to align.

Trust isn’t a binary attribute.

It’s not something you have or don’t have. It’s more like a reservoir that fills over time but can also leak. The loss of trust doesn’t usually happen in a single event (though it can). More often, it erodes bit by bit. This slow attrition goes unnoticed until it reaches an almost invisible threshold. And then, it seems like all the trust is gone, when in fact it’s been leaking away for a while.

Thinking of each sentence as an implicit commitment urges us to reconsider the importance of our words. Making every word a promise has its pitfalls. However, being intentional with our speech can build more sustainable trust. It’s not feasible to treat every sentence as a binding pledge. But, this notion pushes us towards more genuine, intentional, and impactful interactions.

The goal is to create a harmonious relationship between words and actions. This fills the reservoir of trust thoughtfully and sustainably.

Making Good Decisions

Decisions lie at the heart of our lives. They define, shape, and carry us towards our future. Everyone wants to make the best decision. But the paradox of decision-making isn’t in the selection between two paths. It lies in ensuring that the right paths are presented to us in the first place.

We often find ourselves caught in the illusion of choice. We believe that choosing between the options presented to us is where our power lies. But that’s not entirely true. True decision-making lies in the creation of options, not merely selecting from them. It’s the art of generating the right choices to pick from.

Yet this crucial step is often delegated, both in business and life. Part of generating the best options is to owning the process.

Establishing criteria helps safeguard you from settling. It also guides you towards superior options. Like outlining an ideal investment profile before investing. Or, crafting a dream job before a job hunt.

One common pitfall is to mistake momentum for progress – making rash decisions.

But remember, choosing not to decide is also a decision. If all you have are bad options, don’t hesitate to restart the process. You’re not obligated to stick to your initial options just because you’ve spent time and effort on them. This is known as the sunk-cost fallacy.

Creating a pool of excellent choices takes intention. Once you have them, even a less than perfect decision still leads to a favorable outcome.

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I’ve found that frameworks have been useful in assisting me with decision-making. Here are some of my favourites.

Easy choices, hard life, hard choices, easy life. Whether in personal matters or business, this rule of thumb holds true.

For example, to have those difficult conversations, taking actions that secures our future, investing in our intellectual growth and health. Small steps in these areas can compound over time. However, taking action is the only way the compounding effect works.

In the business realm, Paul Graham summed it up nicely. He said, “Suppose you are a little, nimble guy being chased by a big, fat, bully.” You open a door and find yourself in a staircase. Do you go up or down? I say up. The bully can probably run downstairs as fast as you can. Going upstairs his bulk will be more of a disadvantage. Running upstairs is hard for you but even harder for him.”

Often this can be achieved by separating decision making from implementation as we naturally lean towards what’s easier to execute.

Another way to make good decisions is to maximize impact and minimize regret. Ask any elderly about their regrets, and you’ll likely hear about the things they didn’t do. When we make decisions, we’re choosing our future regrets. This is due to opportunity costs.

Time, though a social construct, is a limited resource that will eventually run out. Choose your regrets wisely.

“What is the worst that could happen?”. Often, decision fatigue makes it difficult to choose. In such cases, treat life as an experiment. Ensure that your decisions are reversible. Jeff Bezos would call them “type 2 decisions.” This approach also requires minimizing the risks of ruin, as coined by Nassim Taleb. Embrace the idea of reversible decisions and keep the potential for disaster at bay.

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  1. Good decision-making is less about the decision itself. It’s more about setting up for a rich pool of options.

  2. Use frameworks to guide decision-making.

Being Early

“Better to be an hour early than a minute late.”

Demonstrating punctuality is a simple courtesy. It shows your respect for others’ time.

After all, all parties involved have decided to spend a part of their life to interact with you. This applies to all interactions, be it virtual or in-person.

And since we can quantify time, it’s binary. Being on time shows respect; being late shows disrespect.

That said.

Being early is easier than being on time.

Whenever a time is set, it’s rounded off to the nearest minute (e.g., 8.00 AM, 3.30 PM). So, we only have 60 seconds to be on time. Those who show up on time arrive early. They choose to loiter around until the predetermined time.

One can be early by planning. But some events, such as road accidents or internet connectivity issues, are unpredictable. And such events can cause you to be late.

Notify the organizer or the other party promptly.

And always communicate through the quickest path. If they are more responsive on email than instant messages, use email.