To some folks, the phrase "business relationships" is effectively an oxymoron. The more pressure to perform, the more likely there’ll be a bump in the road to collaboration that sends things flying out of control. Hopefully the "bump" isn’t the tip of an iceberg, but just a bit of rough water that will soon pass. Collaboration at work isn’t required, it’s just a lot more satisfying and fun when it works out that way.

These Seven C’s provide a platform for building a culture where teamwork thrives, people are happy and productive doing their best work ever, and can remain resilient in the face of these constantly-churning whitewaters.

The first three C’s are about you – how skillful you are in handling your business relationships; the remaining four factors are key to having successful agreements – where agreements provide the safety net that makes workplaces work. These seven C’s work together as a system of cooperation, continuous growth and performance improvement.

1. Courage – You have the nerve to say what must be said, and you temper it with consideration for the listener (the next principle), so the communication remains two-way. You show integrity when you assert what you know, and by daring to admit what you don’t know. "Integrity" implies knowing if your communication is based in objective fact, your opinion (an interpretation of those facts), or a blending of both. Sometimes it takes courage to let silence speak on your behalf. Inquiry: Where might you want to step up and be more courageous in your business dealings?
2. Consideration – As a sign of respect, you take into account the other person’s needs and wants, their present situation, and you "step into their shoes" (better yet, dance in them) – without losing focus on the goals at hand. Paradoxically, the more considerate you are, the more tough-minded and courageous you can be without breaking rapport. Considerate also means listening so carefully that you can make requests and offers in ways that fit for the other person. How often do you let in the other person’s agenda before pursuing your own?
3. Consistency – Do you treat everyone the same? ("Sure, I treat everyone like dirt.") No, I mean are you consistent, not arbitrary or biased, in your business relations? Do you operate out of a set of core values and principles (perhaps including these 7 C’s?) or are you subject to whims? Consistency is the basis for being seen as reliable, dependable, trustworthy. When you can predict what someone will do, it engenders "trust" (even if you don’t like their behavior). As a professional, do you put the company’s interests ahead of personalities and egos? When mistakes are made, do you focus on learning, on closing the gap between principles and practice?

Business is about forwarding the action and getting results. In order to uphold and apply the first three principles, the following four conditions must be met. If any of these four factors miss the mark, chances are good that the agreement will go nowhere.

4. Clarity – You and colleagues are clear about what needs to be done – the goal is explicit and you have acknowledged the complete set of "conditions of satisfaction" ("Oh, you want it this Friday?"). There are five elements to a complete request … make sure the other person knows and can verify what they are agreeing to. See the Art and Practice of Agreement at www.abetterworkplace.com/026.html for details.
5. Commitment – A solid "yes" that represents unwavering alignment to give one’s best effort. Your self-talk might be: "My word is my bond." Skillfully check for any unacknowledged resistance or concerns. Surface the downsides to enjoy the upsides.
6. Capacity – This is about one’s "bandwidth," real-world ability to see it through to completion, to stay focused over time, to clear the path. If one’s plate is so full that the new agreement won’t fit, the capacity to get the job done is low. Self-talk: "This fits for me."
7. Competence: Having the skills and experience to carry out the request properly, and managing your resources so that you can honor all your agreements. This includes renegotiating the minute you notice an agreement that’s likely to run aground. Competence also means making request of others to get help, and only making agreements with those who are competent to carry out the request.