Page 145 - Stephen R. Covey - The 7 Habits of Highly Eff People.pdf

guidelines, and resources to make sure they are in harmony with organizational goals,
the employee writes a letter to the manager that summarizes the discussion and indicates
when the next performance plan or review discussion will take place.

Developing such a Win-Win Agreement is the central activity of management. With an
agreement in place, employees can manage themselves within the framework of that
agreement. The manager then can serve like a pace car in a race. He can get things going
and then get out of the way. His job from then on is to remove the oil spills.

When a boss becomes the first assistant to each of his subordinates, he can greatly
increase his span of control. Entire levels of administrations and overhead are eliminated.
Instead of supervising six or eight, such a manager can supervise twenty, thirty, fifty, or
more.

In Win-Win Agreements, consequences become the natural or logical results of
performance rather than a reward or punishment arbitrarily handed out by the person in
charge.

There are basically four kinds of consequences (rewards and penalties) that management
or parents can control -- financial, psychic, opportunity, and responsibility. Financial
consequences include such things as income, stock options, allowances, or penalties.
Psychic or psychological consequences include recognition, approval, respect, credibility,
or the loss of them. Unless people are in a survival mode, psychic compensation is often
more motivating than financial compensation. Opportunity includes training,
development, perks, and other benefits. Responsibility has to do with scope and
authority, either of which can be enlarged or diminished. Win-Win Agreements specify
consequences in one or more of those areas and the people involved know it up front. So
you don't play games. Everything is clear from the beginning.

In addition to these logical, personal consequences, it is also important to clearly identify
what the natural organizational consequences are. For example, what will happen if I'm
late to work, if I refuse to cooperate with others, if I don't develop good Win-Win
Agreements with my subordinates, if I don't hold them accountable for desired results, or
if I don't promote their professional growth and career development.

When my daughter turned 16, we set up a Win-Win Agreement regarding use of the
family car.
We agreed that she would obey the laws of the land and that she would keep the car
clean and properly maintained. We agreed that she would use the car only for
responsible purposes and would serve as a cab driver for her mother and me within
reason. And we also agreed that she would do all her other jobs cheerfully without being
reminded. These were our wins.

We also agreed that I would provide some resources -- the car, gas, and insurance. And
we agreed that she would meet weekly with me, usually on Sunday afternoon, to
evaluate how she was doing based on our agreement. The consequences were clear. As
long as she kept her part of the agreement, she could use the car. If she didn't keep it, she
would lose the privilege until she decided to.

This Win-Win Agreement set up clear expectations from the beginning on both our parts.
It was a win for her -- she got to use the car -- and it was certainly a win for Sandra and
me. Now she could handle her own transportation needs and even some of ours. We
didn't have to worry about maintaining the car or keeping it clean. And we had a built-in

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