Most organisations have a mission statement, a vision and possibly some other guiding principles. Have you ever stopped to think why and, more importantly, how they relate to you as a manager?
At the very least, an organisation’s guiding principles attract staff like you – people who think and act in a similar way to the way the organisation thinks and acts. That way you don’t end up with people going left when the organisation wants to go right – but that’s a post for another time!
They also ensure the ‘right’ customers walk through your door. Is there such a thing as the ‘wrong’ customer? Oh yes! You’ve seen them: they want what you can’t produce and they consume far more time than the average customer. Your time is better spent elsewhere because you will never please these customers. Let them go and make room for the customers with whom you are more aligned with. It will repay you in spades.
I digress …
At the higher level, an organisation’s guiding principles set the course for an organisation. Much like a map, it makes the journey straightforward, predictable – easier even! It stops the organisation tacking when it should be heading straight for the target. To exaggerate the point, why would you start producing helicopters when you’re a masseuse?
So why can’t a manager have their own guiding principles?
Knowing your direction and your “non-negotiables” (your values) ensures you arrive at your destination in the most efficient way. When you communicate your guiding principles with your team and your stakeholders, they know what to expect. They get a sense of your expectations, your style, your benchmark. That makes for a more efficient workplace, as people aren’t left stabbing in the dark.
Road test something informal and build up to a document that hangs on the wall. It will not only remind you of where you’re headed, but it will also benefit those around you.
Be clear, be predictable and be consistent – that way staff can stay on the roadmap with you. Anything else is unproductive and perhaps, more crucially, unpleasant to work with. Staff disengage for many reasons: an unpleasant work environment is one of them.