- 09 April 2021
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This manual will guide you through the step-by-step process of concluding the contract and renegotiating, as well as cleaning up broken agreements. Use it as a guide for all the chords you make in your life: at work, at home and everywhere in between. Use it with your team to make sure you can make correct chords from above the line. One of the most exciting ideas of this whole movement is something you can implement today with your collaborator and stakeholder agreements: Conscious Contracts ®. To find out if you are using agreements as part of your control plan, simply ask yourself the following questions before asking someone to make an agreement with you: But conscious companies must act within the framework of the greater conventional corporate culture and established legal system that permeates every aspect of the business. The existing culture and the existing system have been formed and act by conventional thinking to immortalize this way of thinking. They counter-pressure conscious practices by guiding perspectives and defining the logic of decision-making to conventional rather than higher-ended standards. What we find when we answer these questions honestly is that we really do not want to make deliberate agreements, which means bilateral agreements with a real buy-in. We just want people to do what we want them to do.
It doesn`t matter. In fact, it`s human. The first key to conscious leadership is self-confidence, and it`s a great dose of self-confidence. To see that I just want others to do what I want, that they do, that I want to control other people, that I am below the line and that I want to use the language of the contract to get my result, is one of the first steps to be a conscious guide. Conscious contracts recognize the reality of complex business environments, rapid changes and the need for conscious in-flight communication. They provide clarity, security and predictability, while allowing for flexibility and organic evolution. A separation between what the guide says, that they feel obligated, and the level of consciousness that is really expressed in the organization, is common. Good intentions, talent and hard work are plentiful, but leaders have a limited awareness of their effects on others and precisely how they can inspire conscious collaboration between individuals to achieve results. When people make deals, they don`t quite have a “yes” to any of the following: while traditional business models focus primarily on profit promotion (a practice that the Knicke showed in its armor during the COVID 19 epidemic), conscious companies are trying to invest in people, profits and the environment, which is known as the final triple result.
And all the powerful companies mentioned above do. I profess the masterful practice of integrity, including the recognition of all authentic feelings, the expression of indisputable truth, respect for my agreements and 100% responsibility. Traditionally, we see contracts as formal agreements where we negotiate “deal points” – for example: how much it will cost, how long it will take, who will do what, etc. All of these aspects are important for clarity and direction of what we agree on, but when we start with these particularities, we often start off on the wrong foot.