How often do we think we are on the same page with our colleagues—only to find out a little (or a lot) later that we had our wires completely crossed? Unclear agreements are incredibly common. In fact, one could say that most of the agreements that we make at work are at least partially unclear. And these unclear agreements don’t just lead to poor performance and inefficiency—they also erode trust in a big way. In this episode, Kari and Paul show you how to design your agreements so that everything is crystal clear, nothing slips through the cracks, and trust is maintained from start to finish.
In This Episode:
1:49 — What does it look like to make a clear agreement?
4:17 — Bringing curiosity into our conversations for agreement
9:56 — The tendency to want to do things on our own
15:52 — Agreements are produced bilaterally, not unilaterally
“There may be a possibility of something happening, but that does not mean there is an agreement that it will happen. So we need to make sure there is a solid agreement: who, what, by when, and according to what criteria?”
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LEADERSHIP IMPACT PODCAST
Our work is mosaic art. We read, study, and practice many philosophies, methodologies, and modalities of human performance, to ensure that our approach best serves our clients. We would like to acknowledge all of the thought leaders and organizations, whose ground-breaking work has influenced the Granger Network approach – especially Fernando Flores, Jim Selman, Werner Erhard, Michael C. Jensen, Julio Olalla, Pluralistic Networks, The Newfield Network, Landmark Education and the Strozzi Institute.
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