Make adjustments to agreements in consultation with customer or supplier and share information with appropriate colleagues
Adjusting agreements
Over time, it may be recognised that there is a need to make adjustments to existing agreements. This may result from a change in requirements by one or both parties or through an evolution of needs.
When adjusting agreements, a process of review and assessment should be made by both sides to determine what is required. This may be different for each party and it is wise that each side seek information and advice from appropriate colleagues or specialists.
Appropriate colleagues may include:
➢ The business owner
➢ Your manager or other department managers
➢ Key staff, e.g. HR representative or WHS representative
➢ Finance manager.
Even though it is only an adjustment to an existing agreement, it will still benefit from a full review to check that the change does not impact on other areas in unforeseen ways.
Adjustments may also cause changes to other parts such as:
➢ Payment terms and conditions
➢ Confidentiality requirements
➢ Service/product details
➢ Responsibilities
➢ Agreement/contract dates.
A process of review will include making an understanding of any positive or negative outcomes, how this will impact on current processes or work, and what is actually needed to make the adjustment(s) work.
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Seek legal assistance
If adjusting a legal/formal contract or agreement, you should consult with your legal advisor/specialist to ensure that the process of change is done thoroughly and without detriment to either party. This will protect you from agreeing to an unknown factor.
When meeting with the other party to discuss and make adjustments, you may also need to involve other organisational senior personnel in the meeting/process. This is to ensure they are kept informed of the outcome to adjust the agreement/contract, and are included in the decisions that are made.
Any changes should be documented, dated and signed by the parties and witnesses. This will provide the necessary evidence for superseding the existing contract/agreement and show the change(s) that are made.
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Activity 4C
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4.5 – Nurture relationships through regular contact and use of effective interpersonal and communication styles
Nurturing relationships
As mentioned in sections 1.2, 1.3 and 4.1 of this unit, it is important to look after and be proactive in maintaining healthy business relationships.
Relationships need regular attention to ensure they remain beneficial on both sides; if left, relationships can stagnate or deteriorate and there are always other businesses looking to take on your contacts and establish them for their own working relationships.
Just to recap, maintaining relationships is about:
➢ Honest and open communications
➢ Trust between both parties
➢ Building and maintaining a rapport
➢ Making regular contact, even if it is just to say hello to let them know you are there.
Effective communications
Communication styles differ and will depend on the individual, their communication approach and their objectives. It is useful to look at the different styles of communication and also to determine your own style; this will help you understand where others are coming from and also how you can adapt your communications to get the best out of them.
The three main styles of communication can be termed as assertive, aggressive and submissive. From here, people may flit between different styles, depending on the situation; they may also use a combination of these styles.
Assertive
This is the most effective approach as it comes from a place of personal power and confidence. This doesn’t mean being pushy or bullish, it means being direct, focussed and willing to engage in a fair discussion. It is about not being afraid to address difficult aspects and taking a more objective position to achieve the best outcome.
Aggressive
This style relies on being openly forceful to win the point, regardless of the other position and whether this is in fact the better option. Passive-aggressive which is more subtle and can be difficult to detect, uses manipulation to achieve the person’s desired results in a less obvious way. Both are self-focussed and do not necessarily acknowledge the bigger picture.
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Submissive
Submissive is where an individual will fall in with others to avoid conflict or upsetting their relationships, even when this is not their best option. This style is the least interactive as it does encourage debates or discussions which can be used positively to investigate the options more fully.
Communication styles also include:
➢ The relator – relationship focussed, is warm and friendly to others and cooperates well. This type prefers not to be rushed into decisions and likes to consider the options when reaching mutually acceptable agreements.
➢ The interactor – prefers to interact with others at work, is fast-paced, works well with colleagues and tends to use more bold/dynamic communication skills. This type prefers direct communications with agreements confirmed in writing and likes to make time for social interaction.
➢ The thinker – is analytical, more reserved until they get to know the people they are interacting with. This type prefers punctuality and formal discussions with all outcomes agreed in writing.
➢ The manager – achieves results, is more aggressive and competitive, and less focussed on relationships. This type is organised, prepared and fast-reacting. Make sure you are to the point and avoid repeating or over-explaining.
Communications should be entered into with integrity and honesty. Changing your style of communication should only be done to engage more successfully with others. The basic interpersonal skills will still apply, e.g. showing respect, truthfulness, empathy, sincerity, and making sure that you listen, act inclusively and warmly to others.
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Activity 4D
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Summative Assessments
At the end of your Learner Workbook, you will find the Summative Assessments.
This includes:
➢ Skills assessment
➢ Knowledge assessment
➢ Performance assessment.
This holistically assesses your understanding and application of the skills, knowledge and performance requirements for this unit. Once this is completed, you will have finished this unit and be ready to move onto the next one – well done!
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