Episode #51: The People Part Book Chapter 5: Agreements as a Process, Not a Promise

Leadership is Calling Episode #51
Heather McGonigal, Executive Coach, Program Director, Leading Edge Teams
The People Part by Annie Hyman Pratt

The People Part Book Chapter 5: Agreements as a Process, Not a Promise

“Agreements are a process, not a promise. The best teams invite challenge as an opportunity to rework agreements.” – Annie Hyman Pratt, The People Part

Do you adapt agreements when situations change or rigidly adhere to initial plans? Agreements drive teamwork but must be consciously made. When business situations change, re-evaluate agreements with your team. Adapt plans while upholding commitments.

Struggling with inefficient teamwork? Discover the power of “conscious agreements” in this video! Coach Heather dives deep into agreement types, delegation scripts, and a mindset shift for empowered teams. Learn how agreements go beyond personal integrity and can be adapted to change for success. Get actionable tips and scripts to boost your team’s effectiveness!  Watch now and unleash the teamwork potential waiting to be unlocked!

Key Points
  • Agreements are everywhere and drive teamwork
  • Consciously made agreements empower teams
  • Agreements are a process, not a promise
  • Adapt agreements when situations change
  • Critical thinking helps rework agreements
Related Resources

Leadership Skills: The People Part of Business
Leadership Development Articles: Renegotiating Expectations in a New Reality  |  “7 Agreements” That Help Avoid Employee Resignations
Buy the Book: The People Part by Annie Hyman Pratt

The People Part Book Jacket - Annie Hyman Pratt - Leading Edge Teams

Auto-Generated Transcript – unedited version

The People Part Book Chapter 5: Agreements as a Process, Not a Promise

 

Hey, everyone. Coach Heather here. Welcome back to The People Part book series.

Today I am diving in with you. Right to agreement number five, which is all about making conscious agreements. Now, I love this chapter. It can be a game changer in and of itself. In this chapter, you’re going to learn our delegation’s script as well as a recipient-led delegation and script. You’re going to learn why we teach a big mindset shift around delegation, which is to delegate outcomes and not just tasks. I’ll let you get all of that when you get into the book. But what I hope to excite you about this afternoon is this tool of teamwork, which is agreements, and that those agreements literally are everywhere. And it’s how we get things done. It’s how we pass the ball to one another on an entrepreneurial team. If we recognize collective bully that agreements are the main mechanism of teamwork, it is how we are passing the ball. If we all kind of have this awareness, then we can set ourselves up for success by making consciously clear agreements that are meant to help set us up to achieve those big business goals and outcomes that we’re all on the same team to achieve. Right. We want to make consciously made agreements, agreements that set us up to take the most effective action. All right.

So you’re going to learn a lot about that in this book. And this is one of our core teachings. And I love this teaching. So I hope that you will, too. The thing that I wanted to say as well about the delegation. Get those scripts. Learn it for yourself. Practice it. Bring it into your team. Because if you apply only that from the people part book, you will see that you and your team can be way more effective together in delivering results. So believe me, please give it a try. I have seen it now over time with leaders that I work with and it works.

So. Okay. And a little more about agreements. Once you see they are everywhere and in everything. The good thing is, you know, when things go off track, well, what do we need? We need to clarify the agreement, put a new clear agreement in place so that next time it doesn’t go off track. Right. So it gives us a way to know and be empowered for what we want to do differently so that we’re set up for success.

The other thing is that in business, agreements cannot be thought of as just a matter of personal integrity. That’s kind of like too low of a bar for business. In business, we need to hold agreements a little differently, and the way we teach you to think about it is that agreements are a process and not a promise. Now, the reason that they approach the process and not a promise is because things change and go differently all the time in business. And some of the ways that they go differently are way beyond our control. It’s the outside business environment, it’s the world markets. These things impact us and that would in many cases make it.

So we need to think about is this still the right project towards the right goal? Is the goal even still achievable given what’s changed? You know, when those changes happen, we can’t just keep the initial agreement and get it done. No, we need to pause, come together as a team. Think about what’s changed. The goal we were going for is that still really important and relevant to the business? Is it still achievable? Is the plan firm here achievable? Do we need to just change one step or do we need to change the whole approach? Right. There are times, many, many times in business, I think it’s just more common that things change and go differently all the time. And we have to set ourselves up for success by thinking things through in advance as a team and making those good, clear conscious agreements. But then we have to have the practice together of knowing when things have changed, when things are going off track, when we need to pause, come together, collaborate, problem solve and make new agreements.

So again, agreements are a process, not a promise. It’s not permission to have no integrity. No, it’s a higher bar where you have to also be thinking, do we need to change the approach because we’re not going to reach the goal? Is the goal. No longer relevant? I said this already, but I really want to emphasize this because that is the advanced critical thinking and problem solving that human teammates can do together. And and I want to emphasize that because we are in a world in a time where A.I. is new and prevalent and it’s there’s a lot that it can help us with, but it can’t help us with the advanced levels of critical thinking that human beings do on behalf of the business from their area of expertise in the business every single day. And what we want is a bunch of empowered forward teams out there getting the best of one another, having each other as resources, setting one another up for success and achieving positive results and positive business outcomes even in an ever changing and challenge filled landscape, the best teams find and face challenges. They invite challenges because it is not a challenge for them. Instead, it is an exciting opportunity, right? But those teams that can think and achieve that way together, they know that agreements are the main mechanism of teamwork and they are a process, not a promise.

Thank you so much for your time. I hope you’re enjoying The People Part book and I’ll see you next time.

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