Many people go through life committing partial suicide –destroying their talents, energies, creative qualities. Indeed, to learn how to be good to oneself is often more difficult than to learn how to be good to others.
- Joshua Liebman

One of the most frequent complaints I get from leaders and managers is that people
have a tendency to move into action before they have real clarity about where they are
going. This is true for both individual and team projects. Conversely, one of the greatest
complaints I hear is the challenge of getting clarity from leaders (executives, managers,
team leads) about assignments and having clarity about team initiatives. These
challenges are greatly exaggerated in times of organizational change and transition.
My response is often two-fold. As someone who get’s compensated for resolving
conflict I say “you can pay me now or you can pay me later!” The model below is what I
get paid for on the front end – a simple template that creates clarity around any
collaborative activity which includes any reporting relationship. The other response is
that if you do not know where you are going any road will get you there!
In times of change and transition the following template will guide your conversations to
a place of clarity about where they are headed. It will create alignment and a meeting of
both minds and hearts, and that leads to powerful, purposeful action.

AN AGREEMENT FOR RESULTS
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 eliminate 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 is a conversational template that draws out both the vision and the road map
to it. It provides a path to what you want to accomplish. Failing to be on the same page
will create conflict, the cost of “do-overs” and frustrated emotions. Much better to take
the time on the front so your actions are clear and not at cross purposes.

Pay now or pay later? It’s your choice!

Stewart Levine is a “Resolutionary”
Stewart Levine’s innovative work with “Agreements for Results” and his “Cycle of Resolution” (selected for
inclusion in the “Change Handbook”) are unique. "Getting to Resolution: Turning Conflict into
Collaboration” (19998; 2009) was an Executive Book Club Selection; Featured by Executive Book
Summaries; named one of the 30 Best Business Books of1998; and called “a marvelous book” by Dr.
Stephen Covey. It has been translated into Russian, Hebrew and Portuguese. “The Book of Agreement”
has been endorsed by many thought leaders; called “more practical” than the classic “Getting to Yes;”
and named one of the best books of 2003 by CEO Refresher. “Collaboration 2.0” (2008) was written with
David Coleman.

For information about speaking and programs:Stewart@ResolutionWorks.com