Creating Team Agreement For Results
by Steward Levine

Because the WaWa, the Canada Goose, flies in formation, it is freedom tempered by responsibility. The leader must keep the group on course and look ahead for danger. The others must look around, to the sides, to each other. And they will reach their destination, not because they can fly, but because they fly together. We too, seek to fly. To fulfill our dreams, to accomplish our goals. But we cannot fly alone. We must always look ahead, behind, and to the welfare of those who seek to fly with us. If our destination is a better way of life we must demonstrate our commitment to work with one another. If we are to fly, we must fly together, dependent on each other, or be scattered by the storms that confront us. -- WaWa Corporation Philosophy

More on Geese Teamwork - click here.

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 latter is much more effective because it provides clear direction before action.

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 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 preventive 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. 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.

The elements of an effective agreement are:

  1. Intent & Vision
  2. Roles
  3. Promises
  4. Time & Value
  5. Measurements Of Satisfaction
  6. Concerns, Risks and Fears
  7. Renegotiation
  8. Consequences
  9. Conflict Resolution
  10. Agreement

RESULTS vs. PROTECTION COMPARED

RESULTS FOCUS - - - - - PROTECTION FOCUS

1. INTENT & VISION
desired outcome - - - "what ifs"

2. ROLES
take responsibility - - - limit accountability

3. PROMISES
commitment - - - qualifiers and conditioners

4. TIME & VALUE
by when's / fair return - - - most for least

5. MEASUREMENTS OF SATISFACTION
inspiring goals - - - excuses and escapes

6. CONCERNS, RISKS and FEARS
understanding edge --- compassion for strategic advantage

7. RENEGOTIATION
deal with unknowns --- changes strike hard bargain

8. CONSEQUENCES
reminder of promises --- punishment

9. CONFLICT RESOLUTION
get back on track --- exact some premium

10. AGREEMENT
trust enough --- escape possible?

RESULTS vs. PROTECTION - EXPLAINED

1. INTENT & VISION

You can tell what will happen in your life by paying attention to your dominant thoughts. Given that, if we focus on the calamities we increase the chances they will happen. What we really want in any collaborative context is everyone focusing on desired results - the best possible vision of the future. That will greatly improve the chances of what we want to materialize happening. It's obvious that when you bring on a new team member, it's more useful to see them leaping tall buildings than focusing on the mistakes they might make.

2.ROLES

We want to make sure we have what we need to get the job done without anything slipping through the cracks. We want clarity about who can be counted on for what, compared to someone saying, "that's not my job!" in the old context people like to hide. They did not like to take the responsibility for making something happen because if something went wrong, they were responsible. Hopefully the fear of making mistakes is no longer as powerful a drive it once was. We have all learned that the need for innovation requires experimentation. We know that mistakes cannot be "punished" if you expect continued risking, the heart of entrepreneurship.

3. PROMISES

Who specifically will be doing what? The word "promise" is used too lightly in our culture. It is essential for ever member of the team to understand the promises they are making and realize that everyone else is relying on them. You can also consider this a team action plan. It is also a check point. If everyone delivers what he or she promises, you will produce the desired results. Each promise must have the discipline of a "by when" because, without a date, commitment is illusory.

4. TIME & VALUE

Clearly stated "BY WHEN'S" and for how long the promises will be kept. Everyone must be satisfied that what they will get from the project is worth what they are putting in. If someone is under compensated they will be resentful. Resentful participants do not produce results that are "beyond expectation," but people committed to a vision do.

5. MEASUREMENTS OF SATISFACTION

What are the objective measures that will tell you if you accomplished what you set out to do so there are no arguments about it? For some people it is frightening to make a commitment that will hold them visibly accountable to a promise they made, so they will look for an edge.

6. CONCERNS AND FEARS

You address concerns and fears to make everyone as comfortable as possible about moving forward. Doing this is a way of responding to "internal chatter" that might inhibit full participation. It solidifies partnership by addressing what is lingering in people's minds. It enables people to clearly identify risks. And to choose to move forward anyway. Each person should be willing to take the other's deal.

7.RENEGOTIATION

A commitment to renegotiation requires ongoing learning, and staying in the mind set of solving a mutual problem to get desired results even through things happened no one anticipated (which is one thing you can be sure of.) This is the key principle that drives every learning organization.

8. CONSEQUENCES

It is important to keep people mindful of promises they made and focus on delivering promised performance. It is as important to have people realize the connections between their expectations and failure to perform.

Becoming conscious of that gap serves as a motivator. Consequences are put in place not as punishment, but to remind us of the loss of an unrealized vision, and the sanctity of our promises.

9. CONFLICT RESOLUTION

It is important to embrace conflict as expected and to hold it as an opportunity for creativity in how we deal with specifics we did not anticipate. It is very important to understand the magnitude of the transaction cost of remaining in conflict.

10. AGREEMENT?

Has the process produced enough trust so you can say "Let's do it, I'm comfortable moving forward with you, sense we'll be able to work things out as we go forward". Has the deep dialogue we have exchanged produced what Max DePree calls a relationship based on covenant - a heart felt connection and commitment to people and results.

Can you give an example?

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