By Megan M. Moore, Leadership & Career Advancement Coach
The word agreement brings to mind legal terms of art: contracts, joint powers authority, offer-acceptance-consideration. As attorneys, we know that these kinds of agreements are powerful: they identify responsibilities and clarify obligations. If a party breaches an agreement, there are consequences. In addition, when an agreement isn’t working as the parties intended or perhaps there has been a change of circumstances, parties will renegotiate.
However, we don’t always see the power of creating agreements with others in the workplace. Agreements in the workplace aren’t pages long with waivers. They are generally simple and direct, and when done correctly, include clear terms for each person involved. Clear agreements support productivity and understanding, while also decreasing stress, which contributes to overall well-being.
As Brené Brown writes in “Dare to Lead,” clear is kind. Although she uses the phrase in relation to having difficult conversations, “clear is kind” also rings true when you’re trying to accomplish something with a team at work. When we understand what we need and/or what is expected, we can work toward that outcome and communicate our needs and results as we move forward.
One problem you may encounter at work: the agreement isn’t always clear. In fact, sometimes it’s not even clear whether there is an agreement. Below is a step-by-step process to create and, to use the legal term of art, enforce agreements at work.
Step 1: A clear request with specific deliverable (what and by when): “Will you do _____________ [action/deliverable] by _______________ [date and time]?”
Step 2: A response to the request.
Acceptable and clear responses include:
- Yes – when you get a yes, the agreement is complete.
- No – when you get a no, the conversation may be complete, or you can propose something new and/or find another person to assist.
- Renegotiation – a response that proposes new terms. For example: “I can do _____________ [action/deliverable] but not by _______________ [date and time]. Could I get it to you by ____________ instead?
- If there is a renegotiation, ensure you get a final yes or no.
Examples of unclear responses that are common in the workplace:
- Sounds good.
- Probably.
- If you can’t find someone else, I could do it.
- Silence.
Step 3: The agreement is complete or not at the “by when” date.
Step 4: Accountability with the parties involved. This means either:
Acknowledging when the agreement is complete: “Thank you for getting that to me when you said you would.” Or “I’ve attached the work product you requested. What’s the next step?”
- Having a conversation when the agreement is not kept.
- Giving feedback about the work received.
A note about Step 3: These conversations are not about blame and finger pointing. Instead, the conversations can be used to learn and then avoid the same outcome the next time. Here are some suggested questions to ask when agreements aren’t kept:
- What got in the way of completing the assignment?
- What could we do differently next time to meet the deadline?
- Having read the notes on the project, what changes could you make for the next assignment?
I have experienced the power of agreements and accountability in my work. Having the agreement in place has allowed me to monitor my progress, meet deadlines, or ask for a new deadline if I am struggling. I have also relied on this kind of agreement to support employee growth and create accountability on a team. While it can be challenging at first, working through the agreement process can provide you and your team with more peace of mind, which is so needed given our busy schedules, demanding deadlines, and desire to work collaboratively with others. Use the step-by-step process above for your next work assignment!
For more on accountability, checkout the previous Mindful Minute: Harnessing Neutral Accountability to Improve Your Well-Being.
Megan M. Moore is a member of the SDCBA’s Wellness Subcommittee and Chair of the Leadership Academy Subcommittee. She is a certified professional coach and attorney. As President & CEO of Megan Moore, Inc., she supports attorneys, law firms, and other legal organizations to pivot away from stress and toward personal and professional fulfillment for everyone involved. You can visit her website or email her at Megan@MeganMooreInc.com to learn more about coaching.