{"id":103926,"date":"2022-10-29t12:00:07","date_gmt":"2022-10-29t16:00:07","guid":{"rendered":"\/\/www.g005e.com\/?p=103926"},"modified":"2024-08-07t23:10:21","modified_gmt":"2024-08-08t03:10:21","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":"
<\/a>schedule an annual review.<\/strong><\/p>\n by steven e. sacks<\/i> 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> 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. \u201cthe best partnerships aren\u2019t dependent on a mere common goal but on a shared path of equality, desire, and no small amount of passion.\u201d \u2013 sarah maclean<\/p><\/blockquote>\n it would be helpful to annually review all firm agreements, and if there are items that appear outdated because of growth, retirements or other factors, then invest the time to take a blank sheet of paper and build a whole new agreement. going through this exercise may result in the repeated lamentation of \u201chow did we miss this?\u201d or \u201chow did we decide on that?\u201d view this as a plus, not a negative.<\/p>\n how can you tell if an agreement is insufficient? here are some telltale signs:<\/p>\n will it work and does it make sense?<\/strong><\/p>\n these questions should\u00a0not\u00a0be treated as mutually exclusive. my philosophy has always been to\u00a0do the right things, rather than do things right<\/strong>. this means an action can be workable, but in the overall scheme of things, does the activity really add value to the firm?<\/p>\n then there are those individuals who will agree immediately; however, they will be quick to follow up with a \u201cbut.\u201d this can throw a wrench into the spokes because there will always be someone who anoints him or herself the firm contrarian. look for the usual suspects early and often.<\/p>\n to avoid this predicament, create an assessment system or a matrix or whatever approach you want to use to uncover anything that appears out of alignment or discordant, whether it is aggressive timelines, shortage of resources or misinterpreted communications.<\/p>\n some simple steps to take<\/strong><\/p>\n here are some easy-to-employ approaches that can avoid turning molehills into mountains:<\/p>\n these are just a few. i am sure you can discover other things for your own firm\u2019s success. consensus requires tolerating (and encouraging) differing opinions, sharing of ideas and the ability to be flexible. any work environment needs this if it wants to experience continuous improvement and a positive culture.<\/p>\n","protected":false},"excerpt":{"rendered":"
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\nif you want to ensure that confrontation is effectively addressed rather than avoided, make sure communications are clear, understood by everyone, and limit (even eliminate) loopholes to enable everyone to know his or her responsibility(ies).<\/p>\n\n
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