{"id":103926,"date":"2022-10-29t12:00:07","date_gmt":"2022-10-29t16:00:07","guid":{"rendered":"\/\/www.g005e.com\/?p=103926"},"modified":"2022-12-22t00:38:49","modified_gmt":"2022-12-22t05:38:49","slug":"six-ways-to-fix-your-firm-agreement","status":"publish","type":"post","link":"\/\/www.g005e.com\/2022\/10\/29\/six-ways-to-fix-your-firm-agreement\/","title":{"rendered":"six ways to fix your firm agreement"},"content":{"rendered":"

\"//www.g005e.com/store/wp-json/wp/v2/posts/\"<\/a>schedule an annual review.<\/strong><\/p>\n

by steven e. sacks<\/i>
\nthe new fundamentals<\/i><\/a><\/p>\n

earlier i discussed that engaging in what is considered conflict avoidance can undo the progress a firm has made. this can be because of complacency, frustration, intimidation or a host of other issues.<\/p>\n

more:<\/strong> the great resignation or a reshuffling?<\/a> | listen to learn<\/a> | build the framework to a solution with five answers<\/a> | try for success, not a win<\/a>
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some things are intuitively understood, but it\u2019s those occasional sticky matters that tend to make situations unravel. establishing and keeping agreements helps to avoid confrontation: the one typically arising from someone promising to do something in a timely and complete manner and within a specified budget. even if the firm\u2019s board casually agreed on a matter, something can go awry and threaten the direction of the firm.
\n read more →<\/a><\/p>\n