The seven habits of highly effective people

Win-Win Performance Agreements 
 
 

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THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE                                                                        Brought to you by FlyHeart 
      Creating Win-Win Performance Agreements requires vital Paradigm Shifts.    The focus is on results; 
not methods.    Most of us tend to supervise methods.    We use the gofer delegation discussed in Habit 
3, the methods management I used with Sandra when I asked her to take pictures of our son as he was 
waterskiing.  But Win-Win Agreements focus on results, releasing tremendous individual human 
potential and creating greater synergy, building PC in the process instead of focusing exclusively on P 
      With win-win accountability, people evaluate themselves.    The traditional evaluation games people 
play are awkward and emotionally exhausting.  In win-win, people evaluate themselves, using the 
criteria that they themselves helped to create up front.    And if you set it up correctly, people can do 
that.    With a Win-Win Delegation Agreement, even a seven-year-old boy can tell for himself how well 
he's keeping the yard "green and clean." 
      My best experiences in teaching university classes have come when I have created a win-win shared 
understanding of the goal up front.  "This is what we're trying to accomplish.  Here are the basic 
requirements for an A, B, or C grade.    My goal is to help every one of you get an A.    Now you take 
what we've talked about and analyze it and come up with your own understanding of what you want 
to accomplish that is unique to you.    Then let's get together and agree on the grade you want and what 
you plan to do to get it." 
      Management philosopher and consultant Peter Drucker recommends the use of a "manager's letter" 
to capture the essence of performance agreements between managers and their employees.    Following 
a deep and thorough discussion of expectations, guidelines, and resources to make sure they are in 
harmony with organizational goals, the employee writes a letter to the manager that summarizes the 
discussion and indicates when the next performance plan or review discussion will take place. 
      Developing such a Win-Win Agreement is the central activity of management.    With an agreement 
in place, employees can manage themselves within the framework of that agreement.  The manager 
then can serve like a pace car in a race.    He can get things going and then get out of the way.    His job 
from then on is to remove the oil spills. 
      When a boss becomes the first assistant to each of his subordinates, he can greatly increase his span 
of control.    Entire levels of administrations and overhead are eliminated.    Instead of supervising six or 
eight, such a manager can supervise twenty, thirty, fifty, or more. 
      In Win-Win Agreements, consequences become the natural or logical results of performance rather 
than a reward or punishment arbitrarily handed out by the person in charge. 
      There are basically four kinds of consequences (rewards and penalties) that management or parents 
can control -- financial, psychic, opportunity, and responsibility.    Financial consequences include such 
things as income, stock options, allowances, or penalties.  Psychic or psychological consequences 
include recognition, approval, respect, credibility, or the loss of them.    Unless people are in a survival 
mode, psychic compensation is often more motivating than financial compensation.  Opportunity 
includes training, development, perks, and other benefits.  Responsibility has to do with scope and 
authority, either of which can be enlarged or diminished.    Win-Win Agreements specify consequences 
in one or more of those areas and the people involved know it up front.  So you don't play games.  
Everything is clear from the beginning. 
      In addition to these logical, personal consequences, it is also important to clearly identify what the 
natural organizational consequences are.    For example, what will happen if I'm late to work, if I refuse 
to cooperate with others, if I don't develop good Win-Win Agreements with my subordinates, if I don't 
hold them accountable for desired results, or if I don't promote their professional growth and career 
development. 
   When my daughter turned 16, we set up a Win-Win Agreement regarding use of the family car.  
We agreed that she would obey the laws of the land and that she would keep the car clean and properly 
maintained.    We agreed that she would use the car only for responsible purposes and would serve as a 
cab driver for her mother and me within reason.    And we also agreed that she would do all her other 

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