The seven habits of highly effective people

Agreements 
 
   From relationships flow the agreements that give definition and direction to win-win.  They are 
sometimes called performance agreements or partnership agreements, or shifting the paradigm of 
productive interaction from vertical to horizontal, from hovering supervision to self-supervision, from 
positioning to being partners in success. 
   Win-Win Agreements cover a wide scope of interdependent interaction.  We discussed one 
important application when we talked about delegation in the "Green and Clean" story in Habit 3.    The 
same five elements we listed there provide the structure for Win-Win Agreements between employers 
and employees, between independent people working together on projects, between groups of people 
cooperatively focused on a common objective, between companies and suppliers -- between any people 
who need to interact to accomplish.    They create an effective way to clarify and manage expectations 
between people involved in any .interdependent endeavor. 
      Desired results (not methods) identify what is to be done and when. 
 

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THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE                                                                        Brought to you by FlyHeart 
   Guidelines  specify  the  parameters  (principles, policies, etc.) within which results are to be 
accomplished 
   Resources identify the human, financial, technical, or organizational support available to help 
accomplish the results. 
      Accountability sets up the standards of performance and the time of evaluation. 
      Consequences specify -- good and bad, natural and logical -- what does and will happen as a result 
of the evaluation. 
      These five elements give Win-Win Agreements a life of their own.    A clear mutual understanding 
and agreement up front in these areas creates a standard against which people can measure their own 
success. 
      Traditional authoritarian supervision is a win-lose paradigm.    It's also the result of an overdrawn 
Emotional Bank Account.  If you don't have trust or common vision of desired results, you tend to 
hover over, check up on, and direct.    Trust isn't there, so you feel as though you have to control people. 
      But if the trust account is high, what is your method?  Get out of  their way.  As long as you have 
an up-front Win-Win Agreement and they know exactly what is expected, your role is to be a source of   
help and to receive their accountability reports. 
      It is much more ennobling to the human spirit to let people judge themselves than to judge them.   
And in a high-trust culture, it's much more accurate.    In many cases people know in their hearts how 
things are going much better than the records show.  Discernment is often far more accurate than 
either observation or measurement.