You should close if you have what you want, and the other side feels the same as long as the negotiations are positive. In other words, make the deal if you are convinced that it is a win-win agreement and the other party feels the same. As Henry Ford said, “If I had asked people what they wanted, they would have said faster horses.” Buy-in is important, but lead your team. Have the strength to ask for your commitment and not worry about creating an agreement. The most promising way to commit to a final agreement and to ensure respect for rights is mutual satisfaction of interests. And to have a complete understanding of the other party`s interests, they need to trust you enough to reveal them. It is the use of a collaborative negotiation process that builds relationships in a way that fosters trust and leads to the satisfaction of interests. Without full satisfaction of interests, you will not gain a practical, lasting commitment, understood by all and verifiable. We all want leaders who are specific decision-makers. They get the information they need, make a decision, and then build the commitment, not the consensus.
Disgruntled parties tend to raise problems again when the written final agreement is being prepared or if performance is lagging behind, and certainly, if the situation deteriorates into litigation or other conflicts, both can be avoided. As an executive looking for a buy-in and registration, have you ever tried to ask for an “agreement” rather than a “commitment”? What if you experimented to make your deliberate leadership commitments more realistic and authentic? Contractual obligations may be established for contracts, framework contracts, permanent contracts, service contracts or catalogue contracts. Don`t get me wrong. I think one of the essential roles of a leader is to get the buy-in, or as we say in EOS® to get the vision shared by all (SBA). The problem lies in words like “consensus” or “agreement.” Consensus management does not work. Great leaders put a vision on and get the team to commit to the vision. With contractual commitments, you can set funds for in-kind account activities and obligations at the time of establishing a contract lender contract. When requirements and orders are established referring to an agreement, the amount of the agreement will be reduced by the amount of the commitment defined for the requirement or order.
At the end of the contract period, you can enter into the agreement manually if there is a balance outstanding. However, mutual satisfaction of interests is not always sufficient to engage. In these cases, there are other effective strategies. Like a donkey that is not going to wobble, we sometimes offer a carrot and sometimes we use a stick to move the donkey. Similarly, the following strategies, either through a positive reinforcement called carrots or through the imposition of sanctions called whips, may be the pressure needed to ensure a commitment.