It is much easier not to exercise or brush your teeth in the morning. It is much simpler just to get on with your day. Although stopping to form an agreement before moving forward is more tedious than moving into action immediately, it will not likely produce the results you desire. It's the difference between
Ready...Fire...Aim
and
Ready... Aim... Fire
The later is much more effective because it provides clear direction before action. This is true for all collaborative activities - teams, professional relationships, sales transactions, customer service, and implementing marketing activities.
When introducing the concept of Agreements for Results to an audience, I think of the tag line from an old Quaker State Motor Oil commercial - You can pay me now, or you can pay me later. That line holds true when thinking about agreements. Most people never think about investing the time to make explicit the implicit agreement they believe they have at the beginning of a new personal or professional relationship, team, or project. They're off and running, everyone with their own vision of the destination, and how to get there, without the clarity necessary to minimize the potential for conflict. Like the Quaker State warning of engine damage if you don't do the preventative maintenance of changing your oil, they will incur the cost of inevitable conflict, a cost that can be prevented.
When we think about the idea of having an agreement we usually think about long legal documents, lots of "what ifs" and how we can protect ourselves from something we do not want to happen. I am a bit brainwashed because of my background as a lawyer, and the mindset I was taught to step into when "protecting" clients. When I serve others in my role as a Resolutionary protection is what people are concerned about. They do not want to get hurt. I believe that we would all be better off if when beginning a new endeavor we could shift our focus to a vision of results you want to produce, not the calamities you want to avoid.
The following Ten Essential Elements make up the template of items that are elementary items that must be discussed if you want to create a vision and a map to getting the results you want. I have compared the mindset of an "Agreements for Results"perspective, with the traditional Agreements for Protection" mental model. Notice the difference and please think about which one is more effective.
The essence of "Agreement for Results" is that we get into conflict because we never learned how to craft explicit agreements that create a meeting
of mind and heart with people we want to collaborate with in personal or professional relationships. The best way to prevent conflict and to have
more productive and satisfying relationships with others is to have "agreements for results" on the front end. The 10 Essential Elements are:
1. INTENT & VISION - Big picture of what you want. The clearer and more specific the desired outcomes, the more likely you will succeed as visualized.
2. ROLES - The duties, responsibilities, and commitment of everyone you need to achieve the desired results.
3. PROMISES - Promises of action steps. Specific commitments tell you if the actions will get you to the desired results, and the actions are missing.
4. TIME / VALUE - All promises have "by whens" and the time the agreement will be effective. Is the exchange fair and does it provide enough incentive.
5. MEASUREMENTS OF SATISFACTION - The evidence you achieved your objectives must be clear, direct, and measurable to eliminates conflict about
weather you accomplished what you began.
6. CONCERNS AND FEARS-Unspoken difficulties need to be expressed and the fear behind them addressed. This deepens understanding of what you are
taking on, and the partnership you are creating with yourself.
7. RENEGOTIATION - No matter how optimistic and clear it will become necessary to renegotiate promises and conditions of satisfaction because
things change. The quality of working relationships is more important than anything.
8. CONSEQUENCES-Know the consequences for breaking promises, and what will be lost if the project is not completed.
9. CONFLICT RESOLUTION-Conflicts and disagreements will arise. Agree to an "attitude of resolution," and an agreed resolution process.
10. AGREEMENT ? - When you have reflected on 1-9 ask whether you "trust" moving forward. Do not move into action unless and until you can say YES
and commit to embrace the future as an opportunity to be enjoyed.
The model draws out both the vision, and the road map to it. It provides a path to what you want to accomplish. Making agreements is an excellent way of framing any new collaborative relationship - both personal and professional!
Comments
Jim says:
Great Post. I am also reading your book.
I love the line: They do not want to get hurt. I believe that we would all be better off if when beginning a new endeavor we could shift our focus to a vision of results you want to produce, not the calamities you want to avoid.
Pun of the post: Be true to your teeth, or they will be false to you
December 22, 2009 at 5:05 AM | Permalink
Bonnie says:
Stewart, the process you created is brilliant. I love the idea of creating agreements that focused my attention on what I want rather than what I don't want. If trust is essential (though not sufficient, as David Coleman points out in his book, 42 Rules for Successful Collaboration,) to co-creating and collaborating, let's set the stage for achieving great results by coming together with an open heart and an open mind.
And I wish my printed words could express the power of having someone take you through the process ~ a facilitator trained in your process, someone not involved in the process itself. I was fortunate enough to have YOU, Stewart, take a group of colleagues through your process. In about an hour, you elegantly helped us craft our agreements. Even more significant is the change in productivity by the team members. More people are contributing to our project, and I didn't even need to say or type a word.
So if you, dear reader, are working with others on something important to you, call Stewart!
December 22, 2009 at 5:38 AM | Permalink
Russell says:
What I like about the Agreement Process is that it works very well with BOTH Ready, Fire, Aim and Ready, Aim, Fire.
As a coach to early stage entrepreneurs I know that sometimes it is critical to take careful aim before firing and at other times it is necessary to get into action and start firing now, only taking aim when you get closer to your target.
Either way, the agreement process allows you to stop, take your barrings, and move forward strongly. Then when you have lost your way or your aim is off, you can come back to the agreement and refocus on the old aims or renegotiate a new set of goals based on the reality of where you have gotten to now.
The agreement process is a powerful and effective tool in a chaotic world and the Web 2.0 world is nothing if not chaotic.
December 22, 2009 at 9:03 AM | Permalink